1. Small team size, flat organization, and simple communication levels make it possible to discuss many matters directly with decision-makers.
2. Work content is highly flexible, with non-rigid role boundaries, allowing employees to engage with diverse tasks and build cross-functional experience.
3. Project types are diverse, with opportunities to participate from proposal through execution and quickly become familiar with the overall process.
4. With a lean team, each member has the opportunity to take on more comprehensive project responsibilities, providing ample room to contribute.
5. The organizational atmosphere is relatively flexible, with room to adjust internal systems, making it suitable for those who prefer a high degree of autonomy.
6. Decision-making processes are relatively flexible, projects move quickly, and employees can develop the ability to respond to situations in real time.
7. The role has room to expand; in addition to the original responsibilities, employees can gain exposure to work in other areas and broaden their learning.
8. The compensation and reward systems offer flexibility, with few rigid frameworks and room for future adjustments.
9. New employees can quickly gain practical exposure and take on important tasks, accumulating substantial experience in a short period.
10. Management style is flexible and decision-making is fast, enabling the team to respond quickly to changes in external needs.
【Management and Decision-Making】
1. The management style is relatively flexible, with decisions adjusted according to the individual manager or immediate needs; the extent of discussion depends on the circumstances.
2. Project direction may occasionally change at short notice, so execution requires the ability to respond quickly and make flexible adjustments.
3. The division of authority and responsibilities is relatively flexible; the roles responsible for execution and final decision-making may differ, requiring communication and coordination skills.
4. The project pace is highly immediate. Some decisions prioritize rapid early execution, while detailed planning is often refined along the way.
【Work Content and Responsibilities】
1. Role boundaries are relatively flexible, and actual work content is often adjusted according to project needs, requiring the ability to provide cross-role support.
2. The scope of the position expands with project needs, so the role’s positioning requires personal adjustment and judgment.
3. The team is lean, with the project workload concentrated among a small number of members, resulting in a relatively high frequency of task switching.
4. Expectations regarding project value creation are relatively clear. New employees need to get up to speed quickly, making the role more suitable for those with relevant experience.
【New Employees and Training】
1. New employees can quickly take on practical responsibilities, with a relatively tight ramp-up period, and need strong self-directed learning abilities.
2. Resources and processes are continuously being optimized, and some tools and SOPs are still in the process of being established.
3. Training is primarily practice-oriented and relies more heavily on learning by doing and self-exploration.
4. Team support resources are limited, so employees need a certain level of stress tolerance and self-adjustment ability.
【Systems and Processes】
1. Process systems are still under development, with coordination relying more heavily on personal experience and real-time communication.
2. Performance and reward mechanisms lean toward individual discussion, while standardized systems are still being adjusted. Actual distribution is determined according to overall operations and individual discussions.
3. Project rewards and working-hour recognition are discussed on a case-by-case basis; employees are advised to keep track of the relevant records themselves.
【Resignation and Handover】
1. Resignation handovers emphasize project completeness, and employees are typically expected to assist with bringing projects to a stage-based close.
2. During the handover period, employees may still need to assist with follow-up matters according to project progress, so they must arrange their own schedule and boundaries.
1｜Extensive hands-on experience with large-scale projects and rapid growth
- Even as a newcomer, you can get involved in government-level or large-scale events such as finalist selections, award ceremonies, and campus information sessions.
- You will participate directly in core processes including event design, crowd control, hosting, and on-site execution.
- You can accumulate, in a short period, an amount of experience that might take a year to encounter at a typical company.
2｜On-the-spot skills and execution capabilities are rapidly developed
- You often need to solve problems on-site with incomplete information, which quickly improves your response speed and judgment.
- Suitable for people who want to build strong execution skills and stress resistance.
3｜Willingness to put newcomers on the front line
- Even without experience, you may be asked to host events, manage the venue, and run through procedures.
- As long as you learn quickly, the work can be highly rewarding and help you rapidly build a portfolio and experience.
4｜Opportunity to learn about design competitions and government tender processes
- If you want to pursue government projects, Department of Cultural Affairs projects, design competitions, or exhibition-related events in the future, the types of projects here can provide valuable reference.
- You can be exposed to proposal development, proposal writing, evaluation processes, event planning, and vendor coordination.
5｜Relatively friendly interpersonal atmosphere among colleagues
- Most peers are willing to help one another, and day-to-day collaboration is generally smooth.
- If you and your boss or supervisor are on the same wavelength, the work atmosphere will be more relaxed.
(However, note that) Team members change relatively quickly, so the atmosphere may differ as personnel change.
1｜Work information is opaque and highly changeable
- Tasks are often assigned at the last minute, and the work content, direction, and standards can easily change unexpectedly.
- The boss and supervisors often change their position or requirements during meetings or execution, which can lead to rework and increased pressure.
- Some instructions lack written records, which can later result in claims such as “That was never said” or “That’s not what was meant.” It is therefore recommended to keep records of meetings whenever possible, such as recordings or confirmation via text message, to avoid misunderstandings.
- The actual work differs considerably from the job description on the recruitment page, and you may sometimes be expected to take on tasks beyond the scope of your title.
2｜Incomplete systems (salary, bonuses, and overtime)
- Project bonus制度 is not transparent: It is mentioned in the 104 recruitment listing and verbally, but actual distribution is based on the boss’s subjective judgment, with no clear criteria. Some supervisors have substantial influence and may affect both bonus distribution and continued employment, without standardized criteria.
- Large disparity in distribution: Only certain supervisors have received high project bonuses (nearly NT$300,000, with annual salaries of NT$600,000–700,000); most other employees have never actually received project bonuses. The company treats most applicants as people who are “here to learn,” and everyone starts at an assistant-level base salary regardless of experience.
- Inconsistent overtime and compensatory leave policies: The treatment of commuting time and the method of calculating overtime hours are not consistent. Some compensatory leave hours may be adjusted without consent or forcibly offset.
- Unclear salary adjustment mechanism: If you do not proactively ask about a raise, discussion of the matter will not be initiated. One colleague was reportedly told after asking, “If you want to calculate everything in terms of money, I’ll deduct it from your year-end bonus.” Effort and salary compensation may not be proportionate.
- The distribution methods and standards for year-end bonuses, the three seasonal bonuses, and other bonuses are not transparent: The calculation methods and distribution rules are not clearly explained upon joining, and actual implementation also lacks a consistent system. Whether bonuses are paid and in what amounts is largely determined subjectively by supervisors or the company, which may differ from announcements or common expectations.
3｜Low flexibility in working hours but heavy workload
- During peak event seasons, you may need to work overtime at night and on holidays, and sometimes continue working after clocking out.
- You are often notified at short notice to appear on-site, with little time for preparation, and must personally bear the pressure and need for improvisation at the event.
- Staffing and workload assessments are inadequate. After taking on many new projects, supervisors may be listed as responsible, while specialists handle most of the execution, with bonuses concentrated on the supervisors.
4｜Management style tends to be improvisational and driven by personal preferences
- Management prefers using friends of acquaintances or interns for assistance because they are easier to direct, but responsibility boundaries are unclear.
- Decisions are often based on the personal preferences of the boss or specific supervisors, leaving little room for discussion.
- Emotional reactions or high-pressure instructions may occur, and newcomers can easily be pushed into on-site situations where they must bear the pressure.
- Last-minute changes are frequent, making the team’s execution rhythm unstable.
- Supervisors have high expectations regarding project volume and believe newcomers should immediately generate value: Supervisors tend to quickly take on more projects but have limited understanding of the idea that additional staff are meant to share the existing workload. This can easily result in “add one person → take on more projects → workload increases rather than decreases.” Supervisors have also expressed views such as “If we spend time training a newcomer and they resign, the investment will be wasted.” As a result, expectations for newcomers are high and the time allowed to get up to speed is short, which may create considerable pressure. The position may be more suitable for experienced applicants.
- Responsibility and authority are mismatched: The person who bears responsibility may not be the same as the person who makes the final decision, which can easily lead to frustration.
5｜Newcomers carry a relatively heavy burden
Although you can learn a great deal, this also means:
- Resources are limited, and tools and SOPs are incomplete.
- There is no comprehensive training or guidance; most things must be learned through self-exploration.
- Newcomers need a high degree of self-reliance and stress resistance.
- Not suitable for people who expect clear systems, standardized procedures, or complete mentoring.
6｜The resignation process may be relatively complicated
- Resignation is not necessarily a system where you can leave once handover is complete; sometimes employees are required to finish closing out the entire project before being allowed to resign.
- You may continue to be assigned tasks even after submitting your resignation, so you need to clearly define responsibilities and boundaries yourself.
- If disputes arise over project bonuses, the calculation of working hours, or contractual terms, you will need to retain your own evidence to clarify the matter.