海豐科技股份有限公司

The company continues to pay salaries even when it has no orders.

The company has a rule stating that you must not defy your supervisor—you cannot contradict them even once; if you do, you are considered to be defying your supervisor.

This “supervisor” can be anyone from an assistant manager to a small team leader. You are not allowed to defy them, even if the team leader makes a mistake or bullies you; you can only silently endure it, while they can keep making unfounded reports and complaints to those above them.

In this company, basically, as long as you get an assistant manager or general manager above you to support you, you can do whatever you want, and no one dares to tell you directly that you are in the wrong.

If you have connections with the company’s senior management, it is a good place to work; if not, be careful—you may one day offend someone you should not have.

All the colleagues are telemarketing smooth-talkers; bantering with each other and coming up with witty retorts at work is great.

1. The company manager took the advice of a friend from outside the company (who later came to work there). Originally, the manager’s friend got into the company through the manager’s connections and was allowed to become a regular employee and receive a regular employee’s salary without going through probation. However, after failing to meet the performance standards, HR originally planned to reduce the salary. The manager’s friend protested, saying that either everyone should be downgraded to probationary status if they failed to meet the standards, or no one should be. But this was not a company rule to begin with. The person who relied on connections was him, and the person who complained about not meeting his own standards and wanted everyone else to go down with him was also him.

Yet the manager actually agreed to this new arrangement, so the company inexplicably gained this new rule...

2. The former deputy manager and HR personnel generally followed the company’s established procedures, but the manager was dissatisfied, so he found various ways to drive both supervisors out. After the new HR manager (the manager’s girlfriend) took over in February, she drastically cut various company policies, bonuses, and benefits, leaving everyone anxious. A major wave of resignations began around March and April 2019, and almost no one in the company could meet the standards; everyone was preparing to be downgraded to probationary status.

3. The new HR manager had no HR experience at all and originally only had administrative experience. She was appointed because she had connections to the manager. She also often did not arrive at work until two or three in the afternoon and left shortly after seven in the evening. The company had effectively become another kind of family business. Regardless of whether employees were probationary workers earning 25,000 or regular employees earning 27,000 plus various bonuses, the company reported everyone to the Bureau of Labor Insurance as being in the 25,000 salary bracket for labor and health insurance.

4. It was said that the new HR manager drastically cut the policies after taking office because she claimed that the bonus systems established by the former deputy manager and HR personnel had been implemented secretly without the manager’s knowledge. In reality, official documents had to be sent to the Chinese owner and would definitely have passed through them. When someone previously contacted higher-level management to verify the policies, the new HR manager and the manager became extremely angry. This further suggested that they were still reporting the company’s bonuses using the old system, while no one knew where the money was actually going (it was rumored that the manager had invested in at least two gambling companies in Taichung).

5. The current telemarketing supervisor had previously stabbed the company in the back by contacting an outside company and poaching a whole group of people to switch jobs. Later, after discovering that the new company’s systems were also very disorganized, he wanted to return to the original company. He therefore used the new company as leverage, telling the original company that his base salary would have to be raised to at least 40,000–45,000, plus a commission from the group’s sales. After the manager agreed, he returned to work obediently.

It was said that the colleagues and subordinates who had ultimately left with him were left to clean up his mess at the new company.