傑宣國際有限公司

Although the turnover rate is extremely high, the colleagues are easy to get along with.

[Interview Experience]

1. The boss was half an hour late that day. After finally walking through the door, the boss claimed that an external meeting had caused the delay. (After joining the company, I heard that the boss had overslept that day.)

2. The entire interview was very well organized, and the bonus and overtime systems were explained in great detail. At the time, I felt that although the company was small, it was fairly reassuring. (After joining, the boss refused to pay overtime twice, telling employees to go home early and then hold online meetings at night—the idea being that the hours would offset each other.)

3. During the interview, the boss mentioned that the company did not need sales staff because of the boss’s good reputation in the industry, so projects would come to the company on their own. The following year’s events had also supposedly already been fully scheduled. (After joining, I learned that only one project was confirmed for execution; the others had merely been discussed in the past and had never led to anything.)

[Project Preparation Period]

1. The event registration deadline and the expected shipping date were set for the same day. Besides confirming payment status, organizing the large number of shipping addresses also took time. The process was not something that could be completed instantly as the boss imagined, so it took many days before it was finally finished.

2. During the shipping period, the vendor did not answer calls, provide tracking numbers, or proactively report the daily shipping status. Even after learning about the situation, the boss did not take immediate action, leaving employees without enough information to respond to the overwhelming number of private messages and making the situation extremely distressing.

3. An employee wrote a post in response to the shipping situation and clearly reported it directly to the boss before publication. After the boss approved it, the post was scheduled for release. Later, consumers flooded in to express their dissatisfaction. After work, the boss independently wrote posts and newsletters that did not reflect the actual situation, then instructed the employee the following morning to handle the follow-up. When the employee confirmed the relevant circumstances with the boss, the boss criticized the employee for having published the earlier post without approval, disrespecting the supervisor (= the boss), causing consumer anxiety, and creating a crisis for the company. Even after the employee firmly stated that approval had been obtained, the boss still refused to face reality and repeatedly demanded that every future post be reviewed before publication.

[The Week Before the Event]

1. A large number of private messages came in from people saying that packages for group registrations contained only some of the products. The employee only later learned that the boss had been unwilling to spend more money on larger boxes for combined shipping, so the vendor had to split all group orders and ship them individually.

2. It was not until four days before the event, when the employee issued an ultimatum that no private messages could be handled without tracking numbers, that the boss finally agreed to pursue the numbers with the vendor. The boss later also required the employee to work overtime from home responding to private messages.

3. A consumer personally went to the office to demand the product. Although the boss was clearly sitting in the office, the boss ignored the situation and left the follow-up to the employee, disregarding the employee’s safety. Only afterward did the boss say, “That was so scary! I was really frightened too at the time~”

[During the Event]

1. To save money, no temporary workers were arranged for the event setup day. The employees on site had to do the work of ten people each. Before the day’s tasks had even been completed, the boss twice demanded that they not work overtime and go home as soon as possible. (How could employees dare to leave when the setup was not finished?)

2. Before the event had even concluded that day, the boss still told employees that they did not need to work overtime and could go home. During teardown in the evening, the boss’s personal considerations regarding the teardown fee caused all the employees to wait around on site. (The exhausted employees went home after informing the boss.)

In my personal opinion, to summarize: During the interview, the boss was very organized and confident. After I joined, however, the boss spent little time in the office. Besides frequently coming up with fanciful ideas and making excuses, the boss was also not good at self-reflection, blaming employees and vendors first whenever something happened. The company does not provide the three traditional holiday bonuses or a year-end bonus. If you have to survive solely on the so-called project bonuses mentioned by a boss with no experience in cost control, I believe none of you will be able to stay for long.

1. The atmosphere among colleagues and their abilities are very good.

2. The atmosphere among colleagues and their abilities are very good.

3. The atmosphere among colleagues and their abilities are very good.

A brief introduction: The boss is a second-generation rich person with little work experience. During interviews (and externally), he claims to have extensive experience with large-scale events and to have encountered many copyrights in the IP industry, knowing the regulations and procedures and complying with the law. In reality, his extensive experience lies in painting castles in the air and boasting about himself.

“Anyone can make money from ●● and ●● merchandise. This industry is too terrible. Although I don’t need to come out and start a company at all because of my wealth, I want to change the industry!”

1. No labor insurance upon joining; when asked about it, the boss had a hostile attitude.

2. Never informs employees whether he will come to the office; travels abroad for fun at will, is extremely late every day or does not show up, and abandons employees and projects.

3. Deliberately creates an information gap between internal and external parties, making work difficult.

4. Whenever employees point out insufficient staffing or work difficulties, he twists it into them looking down on the company’s prospects, having a bad attitude, or wanting to argue with him.

5. Abuses power and bullies employees by exploiting differences in position.

6. Lacks professional competence and basic hygiene awareness.

7. Sexually harasses colleagues and makes lewd jokes regardless of the setting.

8. Excessively pries into colleagues’ privacy.

9. Shifts responsibility for matters caused by his own decisions onto current or former employees, and publicizes it to vendors everywhere.

10. After employees leave, makes errors in final salary settlements, yet objects when former employees say they have a lawyer.

11. Everyone and everything is wrong except him: he blames this and that, heaven and earth, his parents, partners, and the system—everything but himself.

12. Paranoid delusions.

13. The above is not a complete account of all incidents.

~The “So What If There’s No Labor Insurance—Are You Going to Sue Me?” Edition~

(01) When a colleague checked their labor insurance, they discovered that they only had occupational accident insurance; there were several months with no labor insurance records, which also affected their family’s enrollment in national health insurance.

(02) When asked, the boss replied, “What are you going to do, sue me?” and “Otherwise, how much is the difference? I’ll transfer it to you right now.” The colleague and HR made every effort to negotiate and seek a solution, and labor insurance was finally arranged.

~The “Disappears Every Now and Then, Abandoning Projects and Employees” Edition~

(01) When the employee joined, the boss was touring Japan. He had never told the employee that he would be absent from the company for several days after their start date (= there was no manager at the company during that time). After returning to Taiwan, he also never formally explained the project progress or the actual job responsibilities. Employees had to rely on their past work experience and discuss matters among themselves to carry out the tasks required for the projects. When employees reported to the boss, the responses were almost always things like, “I didn’t know,” “I never thought of that,” and “Oh, so that’s how it has to be.”

(02) The regular weekly meeting was originally scheduled for the afternoon. He insisted on moving it to the morning, saying, “I think this time works well.” Yet, including all interviews, he had never once arrived at the office on time for a meeting.

(03) The boss could not get up in the morning and never apologized to employees or vendors for delays caused by his inability to attend meetings on time.

(04) On one occasion, because the boss placed extreme importance on getting enough sleep but also had plans to go out that afternoon (euphemistically called visiting a vendor) (there was no follow-up information, and no one ever knew the vendor’s name or industry) (someone later saw evidence that he had gone out), employees could only postpone lunch and their break until later, working through the meeting until the afternoon before they could rest. Again, he offered no apology for making colleagues wait or delaying work.

(05) He was late entering every meeting with visiting vendors. On several occasions, he even left early without explanation after picking up his bag. Because decisions had not yet been reached with the vendors, employees and vendors could not make decisions on the spot and had to spend additional time communicating and reporting after the meetings.

(06) For payments requiring the boss’s signature or stamp, he repeatedly arrived at the office only one or two minutes before the bank closed, or simply came in during the evening.

(07) He sent an announcement saying, “I’ll be coming into the office almost every day,” but employees were almost asking HR every day when he would arrive. He was never on time, or even disappeared for the entire day. One day, an employee had to learn from messages in a group chat with a vendor that the boss had once again gone abroad for fun and would not come to the office to handle business.

(08) An employee’s interview after completing their probationary period was repeatedly postponed and eventually forgotten.

(09) After HR resigned, the boss was still late for scheduled interviews, but there was no longer anyone from HR to assist. Employees had to put aside their work that day, handle the situation, and urgently try to contact the boss after discovering what had happened.

(10) On one occasion, the boss was again extremely late and unreachable for a scheduled interview, completely standing up the candidate. A colleague told the candidate that they could leave if they had other plans and apologized. The boss later blamed the colleague for “telling the interviewee to leave without authorization.”

(11) While a project was in full swing, the boss was again late for the weekly meeting. When a colleague asked whether they could start the meeting, the boss replied, “Is there anything to discuss?”

(12) The following week, because of the previous experience, a colleague asked the day before whether the weekly meeting would take place. The boss angrily exploded at the colleague: “I know I’m often late. I know I often oversleep and can’t get up in the morning. But the weekly meeting has to happen. Otherwise, we’ll change it to the afternoon from now on.”

(13) To reiterate: The weekly meeting was moved to the morning because the boss insisted, “I think this time works well” (even though he had never once been on time).

(14) “I adopted a hands-off attitude toward the project” were the boss’s own words, but presumably he has forgotten saying them again.

~The “Seen but No Reply / Unread and No Reply / Mouth Full of Lies, Dementia, and Forgetfulness” Edition~

(01) Agreements or decisions reached in meetings attended by the boss are invariably denied afterward, with him refusing to accept responsibility during reporting or execution by saying, “I don’t remember” or “I don’t know.”

(02) During one project, the boss told employees that the copyright holder was slow to review materials. To ensure the project could proceed on schedule, employees repeatedly chased the progress, only to discover by chance that the actual reason for the delay was that the boss had consistently failed to provide necessary documents. The contact person at the copyright holder had grievances but could not say anything.

(03) Agreements reached or promises made with copyright holders, clients, or vendors during projects were either not communicated to employees or were distorted and presented in whatever way benefited him. This caused enormous difficulties and obstacles in execution and increased employees’ workloads.

◆Example 01: The event proposal should have been submitted that week. When an employee reminded him of the deadline, he angrily scolded them: “Don’t speak so aggressively. I know the schedule.” He then delayed submission for about a month, while lying to employees during that period that it had already been sent.

◆Example 02: He directly instructed an employee to send out a press release that had not received copyright approval, saying, “There is no press release,” “I didn’t know it had been sent,” and “How did this happen?”

◆Example 03: Several times, employees only discovered when submitting design drafts that the proposal had never been sent at all.

◆Example 04: He claimed that the copyright holder had stabbed him in the back, when in reality the copyright holder was merely concerned about the project’s progress.

◆Example 05: He claimed that the copyright holder would accept the entire product inventory, when in fact there was no such arrangement.

(04) He insisted on writing proposals himself and submitting them to the copyright holder. After repeatedly delaying them and seriously affecting work progress, he would often assign the PM to write them shortly before the end of the workday, giving them an extremely short deadline. Even after the PM completed the work, the boss’s procrastination meant that the client did not receive it for a long time, and the PM was repeatedly asked about the progress by phone and message.

(05) All employees need the boss’s approval before handling external matters, but the boss always has to be chased repeatedly and often does not reply.

(06) The company uses office software designated by the boss, and employees are instructed to record and update work progress in the software. Yet the boss is the only person who cannot use it, often saying, “I saw it but haven’t replied,” “I didn’t see it,” or “I don’t know.” Even when matters are mentioned in weekly meetings and followed up again the next day, he still leaves messages seen without replying—or does not read them at all.

(07) A colleague was reprimanded for using LINE to ask the boss to review work matters: “Don’t use LINE to talk to me about work.” When the matter was mentioned again later, he evaded it by saying, “I don’t know,” “I don’t remember,” or “Did that happen?”

(08) He selectively responds to matters requiring decisions. Whenever previous and subsequent decisions conflict or a point is difficult to execute, he disappears.

(09) Even when employees carry out work according to decisions or ask for confirmation, and even when there are extensive written records or at least three witnesses, he turns hostile and denies everything.

(10) Extremely confident in himself, he strongly pressured procurement to order a certain quantity from certain vendors. Later, when sales failed to meet his expectations but the vendors had already produced the goods or payment was required, he shifted all responsibility away, saying, “The procurement colleague decided the quantity at the time,” and that it had “caused the company massive inventory and losses,” while claiming that the payment should not be made.

(11) He never remembers the matters reported in weekly meetings. Repeated verbal reminders or reminders through the work software do not help.

(12) When asked to make decisions, the boss is always indecisive and unwilling to bear responsibility for them.

(13) He constantly conveys matters to vendors or copyright holders without informing the internal team or assessing whether they are difficult to execute.

(14) He decides to work with a vendor and then changes his mind. When an employee says they need to explain the situation to the other party, he responds in surprise, “Can’t we just leave it alone?”

(15) He consistently does not read or reply to inquiries from numerous vendors or copyright holders.

(16) Without any internal meeting or communication, he suddenly contacts vendors or copyright holders to convey various decisions, such as “Just order xxx copies” or “The materials or designs will be provided next week.”

(17) Employees communicate back and forth with vendors according to the boss’s instructions, but he may change his mind at the final payment stage or another stage at any time.

(18) His decisions can change several times in a single day, with each change occurring in a different context and set of circumstances.

He strongly insists: “I don’t care what decisions were reached or made in the past; I only care about this moment.”

The above is only part of the story; there are countless other irresponsible acts.

~The “No Concept of Costs, Delays Payments, and Arrogantly Teaches Haggling, Causing Employees to Be Scolded” Edition~

(01) He believes procurement is unnecessary.

(02) He submits items for copyright review without checking whether they can be manufactured, triggering a series of subsequent problems involving finding vendors and production difficulties. He also often refuses to bear costs because they exceed his imagined bargain-basement prices.

(03) Many colleagues have to perform procurement duties in addition to their own jobs. Even HR and PMs had their time and personal connections exhausted by the boss’s ill-conceived dream of a café, and were forced to find all kinds of vendors within a short time.

(04) He requires employees to request quotes at extremely unreasonable costs and insists that the boss must play the “good cop.”

(05) Even after a vendor has been finalized, and even when the deadline is urgent, he suddenly changes his mind and asks employees to find an even cheaper vendor.

(06) If a vendor already exists in Taiwan, he asks employees to search Taobao or Alibaba for a cheaper one, believing that “there’s no need to let a middleman make money.”

(07) Vendors introduced by employees are also subjected to delayed payments and criticism.

(08) He refused to pay one vendor, then became unreachable for two months. Even though the event was imminent, he assigned a procurement colleague on their first day of employment to apologize, asked the vendor to accept installment payments, and planned to pay only part of the amount, leaving the vendor to destroy the rest however they wished.

(09) He refused to pay one vendor and said, “It was the previous procurement colleague who caused the company’s difficulties.”

(10) He said he would personally negotiate the price with a vendor, then shifted the entire task to an intern the next day.

~The “Just Haggle a Little, They’re All Taking Advantage of Jie Xuan” Edition~

(01) He refused to pay storage fees and told colleagues to “just haggle a little.”

(02) He required PMs to approach KOLs or sponsors with the tone and attitude of a major client, while refusing to pay necessary expenses.

(03) He repeatedly expressed to colleagues or partners the view that “you’re taking advantage of Jie Xuan, so you shouldn’t charge a fee.”

(04) He disrespects professional expertise, refusing to pay consulting fees on the grounds that “isn’t bartending just adding things and stirring them together?”

(05) During food-and-beverage collaborations, he failed to pay vendors for multiple tastings and samplings, and demanded that they cut their prices on the grounds that “Jie Xuan is giving you an opportunity for exposure.”

(06) He constantly demands that interior contractors lower their prices while maintaining high quality, and repeatedly requests after-sales service.

(07) A PVC figurine given by a sponsor to an employee personally was taken directly by the boss.

(08) He believes that making ice in-house for sale to customers is an easy way to make money.

(09) He believes that using various kinds of tea received as gifts by the company to make tea drinks for customers can save costs.

~The “Bullying and Harassment with Absolutely No Hygiene Awareness” Edition~

(01) He took an employee’s food bowl without asking and put it on the floor to use as his beloved dog’s water bowl.

The colleague searched everywhere for it and asked in the group chat, only then learning that the boss had taken it and used it without permission. He did not admit its purpose at the time; the employees discovered the truth only when they found it placed inconspicuously beside the boss’s feet. When the colleague later proactively said they were uncomfortable, the boss only cared about asking, “So you’re bothered by my dog?”

(02) During meetings with employees, he puts his beloved dog on the table, disregarding that employees may object or be allergic, and allows the dog to lick and rub against their faces.

(03) A heterosexual male colleague is often inexplicably subjected to the boss’s unfunny jokes about getting a girlfriend.

(04) Regardless of the setting or timing, he suddenly makes lewd jokes to gay colleagues, making some listeners uncomfortable.

(05) When a colleague takes leave, he asks employees about that colleague’s romantic status and other private matters (which employees evade), excessively violating privacy.

~The “No Copyright Awareness at All, Proposals Are Only for Reference, Claims Years of Event Experience” Edition~

(01) He claims to have organized many large-scale events and to have extensive IP licensing experience, yet does not believe that events require site inspections.

(02) Following the above, when employees finally managed to conduct a site inspection, they discovered that many plans differed substantially from “just use the ●● road race from that year as a reference.”

(03) He instructed employees to produce counterfeit goods without informing the copyright holder. After employees advised him, explained the issue, and sought legitimate alternatives, he said they “didn’t care about the company,” then privately purchased items from Shopee that violated copyright regulations for use in official promotions.

(04) He claims extensive copyright experience but constantly assigns tasks that violate copyright regulations.

(05) When a copyright holder rejects something, he becomes extremely angry and loudly claims that the agent or copyright holder is making things difficult. Even when employees explain the reasons before and afterward, this repeatedly forces employees to shoulder additional burdens and causes misunderstandings or communication barriers with various contacts.

(06) Some employees have relatively little experience organizing events. Trusting the boss, they ask him questions, only to find that he knows nothing. They learn competition-operation details and other matters only through explanations from external vendors. When they report this back, he also loses his temper and says there is no need to prepare early.

(07) He claims that vendors are long-term partners, but inquiries reveal that it is their first collaboration, or that they have worked together only once.

(08) Vendors introduced by employees also become “long-term partners,” which he uses as a reason to delay payment.

(09) Ignoring the fact that production, transportation, and packaging all take time, he scolds employees who closely follow up on progress and request decisions: “My scheduling has its reasons. Once the vendor has received the money, they should finish within the time specified by the client.”

(10) He claims that proposals or information submitted to copyright holders, clients, or consumers are only for reference.

(11) Before an employee has explained the details of a proposal and the reasons for certain changes, he becomes angry and says, “You’re going to make the company lose money.”

(12) The proposal sent out differs from the version communicated to employees.

(13) He claims that copyright holders only care about money and requires employees to avoid them as much as possible to avoid paying necessary fees for any plan. Even when employees explain matters and seek solutions, his extremely limited memory causes difficulties in execution and communication.

(14) He fantasizes that employees privately reached agreements with vendors and accuses them of doing so.

(15) He insists that employees must manage upward.

The boss runs the company according to the belief that “decisions must be approved by the supervisor (that is, me), but you will bear the responsibility if anything goes wrong.”

There are no raises and no bonuses for the three major holidays. The so-called project bonuses exist only as promises painted in the air.

To repeat once again: the above is not everything, only part of the incidents. Unless you are extremely concerned about emotional issues and the constantly fluctuating memory associated with long-term care, and do not mind your duties continuously expanding, or do not mind having to communicate at least five times only to be dismissed with “This is the first I’ve heard of it” or “No one ever told me,” run away quickly.