"Looking at our middle school students, we even have to manage how long we stay in the office each week" There are three major cultures that are not OK
"I joined this company (TSMC) because of its media image (good), but now I feel that this company is still far from being a 'global company' and it will take time."
Claiming to be in TSMC Asia A former process engineer who has worked in Phoenix, Lisanna for more than a year, published a long article titled "The Good, The Bad, and The Ugly" on Glassdoor, a well-known employment information website in the United States, at the end of June. , Going to work at TSMC is a good choice.
However, for those in the semiconductor industry who are career-oriented and value personal or professional development, "I don't think TSMC is the best choice," and pointed out that militarized management, the prevalence of gossip culture, and limited career development are the reasons for American employees to feel that TSMC's expansion in the United States The three major problems of the factory are not OK.
This is the first time after a lapse of seven months that another American employee wrote an article on Glassdoor, pointing out that Chen TSMC's corporate culture is incompatible with American society.
TSMC is expected to hold a second-quarter legal meeting on Thursday (14th), and it is expected that the progress of the construction of the US factory will remain the focus of the legal person.
"Companies use Taiwanese to control Americans, and expect Americans to be like Taiwanese"
This post on Glassdoor at the end of June has attracted attention in some domestic semiconductor discussion groups last week. According to the author, working at TSMC's new US factory is more negative than positive.
The author also said bluntly, "Overall, I feel that I am treated like a high school student at work, not an adult. They (supervisors) have to manage everything, including how many hours each star expects to be in the office."
The author presents three negative perceptions:
1. Militarized management
95% of middle-level and senior executives are from Taiwan. "I understand that the head office needs its own people to lead the business, but the company uses Taiwanese to manage Americans and expects Americans to be like Taiwanese."
For example, the author says, "You should be in the office at 8:30 (in the morning), and (but) leaving at 6:30 is considered a 'bad employee'. They say your work starts at 8:30, but you are asked to be at 8:30. Be prepared to present a full report of last night's data, which is indirectly forcing employees to go to work at 8, or even at 7."
2. The gossip culture prevails
The author mentions that (local) employees only tell the supervisor about some things, "but people here like to talk about other people's things, like who is sick, who is dating who, who is who's dad, etc."
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The author uses personal experience as an example, "One day I asked my supervisor for sick leave for a certain reason. The next day I went to work and found that everyone came to greet me. How did you feel after receiving XXX treatment, which made employees often feel uncomfortable."
3. Work and career development (restricted)
The authors note that the attitude of most executives in Arizona is "I have the final say" or "This is how it is." When things don't seem reasonable, your communication with your supervisor is "usually like hitting a wall."
Secondly, the promotion of local factories is slow, because the ratio of supervisors to engineers is about 1 to 30, so the competition for promotion is extremely fierce, and it takes an average of five years to be promoted to the upper level.