Moxa Ltd.

In it, you must be able to participate in various activities to vote for the high-level interests, get up at 5 o'clock and help the company to do public welfare to earn fame, raise butterflies, tail teeth must be able to dance, act, host shows, and be as soft as an old employee. Emotional glass loves to cry and complain, so it will be easy to get promoted, so no matter how bad the work is, no matter how bad the profession is, no matter how bad the profession is, it will not be resigned. It is better to work hard and professionally than to participate in company activities, and to identify with this kind of weird culture and often sing praises. This culture, this is a good employee of Moxa Style, otherwise it is politically incorrect, if you don't participate in activities, you can't dance or do activities, if you don't host shows, you will be said to have low visibility, bad personality, and you will not be able to vote for high-level favors. E-shares do not have to be promoted without your share, and they will often be interviewed. The HR here is very large, with 30 to 50 HRs, and the top management will often mobilize HR to liquidate non-Moxa-style employees. During HR interviews, there will be white people. Horrifying and waking you up at night from nightmares, causing horrific dreams and pain you will never forget...  

In a company with deep pools of water, people who want to make a difference should not come in, and you will vomit blood when you see old employees who are sitting on high salaries and high-level symbiotic groups. ..

Think twice before entering this house A company with a quirky and quirky culture, claiming to seek truth from facts, is not at all realistic, upright on the surface, crap in private, romantic, bad work culture, deep swamp...... A lot of people have left recently The absurd salary system only takes care of the old employees. The old employees will not be dealt with no matter how they mess up or do nothing. The old employees of the same level are at least twice the annual salary of the junior employees of the same level, even more than their immediate supervisors. even higher............

Humiliating interviews don’t even have basic politeness. The attitude of fighting and criticizing people in the department is not good enough to see that their inferiority mentality is positive. The evaluation feels right now

Give MOXA and related people (including all commenters) four stars, and the fifth star is reserved for everyone to learn and grow. -------------------------------------------------- -------------------------------------------------- --------------- 2022/5/17 Last Friday (2022/5/13) afternoon, I participated in the shareholders' meeting with fun, and I was very happy to say hello and exchange current situation with my colleagues. The main purpose was to listen to the views of the management team and shareholders. . Appearance of the meeting: [Report numbers] > [My numbers] > [Your numbers] > [Share palms agree]! It's really ordinary fun. Of course, people always have feelings. First of all, to me, numbers are a given, and to a certain extent it is a lagging indicator, and it is not easy for both parties to spend a lot of time questioning/defending it, even when one party moves out of his heart to explain When it's a simple fact, it just increases the suspicion of the other party (practically, don't ask for trouble). When looking at established facts, what everyone should care about is the insights behind them. There is always a story between numbers. The company should turn it into material and use it to communicate with the market, so as to enhance the company’s reach and interests. Secondly, a company of this size is worthy of admiration! It is understandable that in the early days of a company, dreams and personal mission must be the two major driving forces for the company's major achievements. After the company's scale became larger, dreams at different levels continued to drive the company's growth, and operational gains gradually expanded to all aspects. However, no matter whether the personal mission is as clear as before, should the company think about abdicating it to the second line at this time, and let the company mission stand out on the front line to face opportunities and challenges and guide everyone, after all, it is a "company" company . In the end, communication is always the hardest homework. People always misunderstand meetings and Buda is communication. It is a matter of course that you need to understand my intentions and efforts, and you should thank me, but is this the case? Why it is so difficult to communicate in place is because there are too many elements: openness and transparency are important, as are objects, timing, layout, etc. It is really difficult for us to cover everything. Even so, should we start with selflessness, less prejudice, and make good use of empathy and exhausting wisdom and logic to resolve the difficulties in the communication process. Note: "Those who know others are wise, and those who know themselves are clear." Encourage everyone. For example, people with good speech usually have poor logic, difficult to communicate, and sometimes misunderstand people without realizing it. Does the user know this? Does anyone who likes to hold a microphone know it? -------------------------------------------------- -------------------------------------------------- --------------- 2022/4/x A friend mentioned the negative reviews of MOXA. After reading it, I felt that the bipolar reviews had changed so quickly. I try to stack multiple levels of understanding to empathize with these comments. Here I only briefly summarize the two levels of company nature and company culture, and connect the relationship between the two and management, etc. The industries served by MOXA are diverse, the infrastructure is too much, the demand for products is stable, the after-sales service is complex, and the impact of competition is limited, so the company's revenue has a solid basic base (it is estimated that 60 to 70% comes from on-site elimination). Based on this, the company's operations should be "stable and close" ("near" is not wrong), and deviating from this essence will not benefit but suffer. Taking personnel as an example, before 2012, engineers who graduated from the former voluntary school were hard to come by. The company goes deep into the campus operation, and the recruitment is much better. Two years later, the company was overly optimistic when revenue growth slowed, inexplicably accelerated recruitment, and talent came in too quickly. It is good to have a high reputation and increase popularity, but the KPIs are rapidly increasing, the meeting room is not enough, there will be more plans after the meeting, and the recruitment will increase passively, so the personnel will enter a circular storm and there is no way to stop it. On this occasion, the sense of deprivation gradually surged, the turnover rate increased, and personnel were involved in another maelstrom. The negative comments did not mention that the company strayed from the essence of its operations, but I think it was the source of the problem. Under the common industry, a serious side effect occurs, the total output value does not increase proportionally, the personal competitiveness is gradually diluted, the sense of fear arises spontaneously, and the employees are not compensated, and their dissatisfaction is palpable. In fact, company culture is MOXA's strength. The founder's sharing is the core culture, and the finance of the colleagues generally benefits, and every bit is in my heart. A culture of sincerity is rare in Taiwanese companies. Under controllable conditions, very few politically correct speculators are tolerated. The culture that needs to be improved is courage, and courage is an element of personal vision and leadership. Without courage, the decision-making circle is afraid to make choices, the consensus decision goes into improper operation, and the leadership’s management direction details are lacking, which leads to entanglement among colleagues, and there are many meetings but poor communication with precision, at the cost of high operational uncertainty and increased costs. I empathize with commenters' unpleasant feelings about the company's culture, but I think that's caused by the actions of a few. You should go directly to the human resources supervisor and ask for it by name. If you are punished for this, then the company is not worth waiting for. The essence of the company is the direction of operation, and the management of the company should follow it to make the company concrete. After leaders understand the essence, they must develop the matters that the company values, list them into three to five guidelines, and hand them over to managers to interpret and implement. For example, if courage and sharing are listed as guidelines, management will interpret them as company culture. That is to say, culture is a product of management, it is not formed by a group of people, nor is it shaped by a code of conduct (a bit of treating everyone as a child). For those who are unhappy at work, I state a fact that I hope you will accept. No one takes us for granted, competition is brutal at times (allocation is also a competition), and all we can do is choose. Fairness is a formalism, not a number, and cannot be counted from a certain point in time. Companies are also formalistic, designed by Western humans two centuries ago. Taiwanese companies focus on leadership and management, which increases the complexity of operations. If employees are obsessed with interpreting form with substance, you will be trapped in form by substance. In addition, for the things around us, we can perform actions in three aspects: cognition, understanding, and empathy. Instinctively, we recognize things easily, and are most likely to react directly. When we further understand the motivation behind it, we will behave differently. The most important thing is to empathize with others, then the company and fairness are the form, and the generational difference is only caused by the manager's failure to understand the essence of the company, not you or me. Differences can be minimized as long as one acts logically and returns to empathy. Finally, I encourage everyone to be kind to (invest in) themselves, and empathize with others to influence others and give back to themselves. Youth is wealth, and courage must be your weapon. [If you want to do it, just do it], so that you can be bold and expand your horizons. 1: Leaders/management/colleagues are structured into a point/line/surface relationship. Only by understanding and empathizing can they be linked together. 2: Taiwan's education seldom guides students to understand and empathize with their surroundings, and even to know themselves, resulting in high general obedience. Once there is a nuisance, Shunmin changes polarization and is easily influenced by 0 and 1. 3: [Do it if you want to do it] is a conversation I have with colleagues, students and children, and they are doing extremely well so far.