所以前两天有个新闻，有人中秋国庆用微信处理工作，法院判定这属于加班，裁定单位要给他补偿加班 费，还引发了不小的争论。 刚刚一个朋友发了我一张不知道谁偷拍的我的"工作照"。 前景是几个朋友在打台球，远景是我抱着电脑，埋头打字。 我回忆了一下，虽然这个假期我时常掏出来电脑处理个事情，但这张台球厅的场景，应该是10月3号拍 的。因为除了公众号，公司还有公关服务的业务，那天恰逢周五，需要给客户交周报了。 "感觉这个假期，全世界都在加班。"她说。她是某4A公司的，因为服务的一家手机厂商10号和13号分 别在深圳和上海有两场活动，所以虽然在旅游途中，也得随身带着电脑，时不时就要更新下某位老师的 行程变更。 在我的记忆里，干我们这行的，几乎没有过完整的假期，总有这样那样的事情。其实不仅自媒体和公关 行业，互联网、金融、城市服务、销售等诸多行业，都是一样的情况。 此外，微信包括钉钉，是"强制提醒"的：消息会推送、会响铃、能拨打语音电话，制造了一种"立刻回 复"的紧迫感。虽然在假期不想打开它，但App上的红点，会不断给你制造焦虑。 而Slack、Teams、Email这些，是"可管理"的，通过"勿扰模式"，使用者可以在休假时， ...

此前，奇瑞内部曾因"加班""周六开会"等话题备受热议，而近日新下发的加班通知再次将这家车企推向舆论的风口浪尖。 据多家媒体报道，奇瑞日前向风云品牌线下门店下发通知，要求将品鉴及试驾时间延长至22:00，以满足用户晚间看车、购车及售后服务需求。通知明确， 各门店需确保延长时段内关键岗位人员充足在岗，且服务标准与白天一致，杜绝懈怠和服务缩水。 事实上，回看奇瑞近期在管理上的动作，能感受到一种明显的"矛盾感"。此前，尹同跃曾就加班文化公开道歉，承认"忽视了员工的时间价值"。然而，近期 奇瑞制造事业部人力资源部门发布的新考勤规定却显示，公司对员工管理在进一步收紧，要求8:30前到岗，迟到10分钟以内按缺勤1小时计算，超时未获补 假批准则按旷工处理。现如今，又传出了奇瑞门店被要求加班的新消息，实在与董事长尹同跃此前的反思大相径庭。此外，"加班令"恰逢奇瑞冲刺上市期， 这也引发了外界的诸多猜测。 从业绩上来看，奇瑞的表现确实亮眼。招股书显示，2024年该公司实现营收2698.97亿元，同比增长65.4%；净利润达143.34亿元，同比增长37.2%。销量方 面，2024年全球销量突破229.5万辆，同比增长49.4%。在 ...

Core Viewpoint - The article discusses the challenges faced by nurses in balancing their professional responsibilities with personal interests, highlighting the case of Zhang Shuihua, a nurse and marathon runner, who faced public backlash after expressing her struggles with work-life balance during an interview [3][4]. Group 1: Zhang Shuihua's Case - Zhang Shuihua achieved a personal best of 2 hours 35 minutes 27 seconds in the women's group at the Harbin Marathon but faced criticism for her emotional response during an interview about her work-life balance [3]. - Despite the backlash, further insights reveal that Zhang typically submits her shift change requests well in advance and does not frequently disrupt the schedule, indicating her commitment to both her job and her passion for running [4]. - Zhang's experience reflects a broader issue within the nursing profession, where 91% of nurses work over 8 hours daily, and many face challenges in taking time off due to staffing shortages [6][7]. Group 2: Work Culture and Overtime - The article highlights a pervasive "overtime culture" across various industries, where employees feel pressured to work beyond regular hours, often leading to burnout and reduced personal time [7][8]. - This culture is particularly pronounced in high-income sectors, where employees may feel compelled to work extra hours to maintain job security or enhance earnings, despite the negative impact on their well-being [8][9]. - The Chinese government has recognized the issue, with initiatives aimed at improving workers' rights to rest and vacation, emphasizing the need to address the root causes of overtime culture [8][9]. Group 3: Recommendations for Change - To combat the overtime culture, it is suggested that companies focus on improving productivity rather than extending working hours, which requires collaboration between employers, society, and the government [9]. - Enhancing management practices, optimizing workflows, and upgrading equipment are essential steps for companies to reduce the need for excessive overtime [9]. - A cultural shift is necessary to redefine the perception of dedication in the workplace, moving away from the notion that overtime equates to commitment [9].

Group 1 - The article highlights the issue of "overtime culture" in various industries, particularly in healthcare, where nurses like Zhang Shuihua face significant challenges in balancing work and personal interests [4][5][6] - It discusses the collective dilemma faced by nurses, who typically only get four days off per month, with a high percentage working over 8 hours daily, indicating a systemic problem in labor rights and work-life balance [4][6] - The article emphasizes the need for improved labor laws and the effective implementation of paid annual leave to protect workers' rights and enhance their well-being [5][6] Group 2 - The prevalence of "overtime culture" is attributed to low base salaries, forcing workers to rely on overtime for additional income, and outdated management practices that shift costs onto employees [6] - The article suggests that addressing "overtime culture" requires a multi-faceted approach, including increasing income through productivity improvements rather than longer hours, and promoting a healthier work culture [6] - It calls for a collaborative effort from employers, society, and the government to create a sustainable work environment that values both productivity and personal fulfillment [6]

Core Viewpoint - The article discusses the recent activities of DingTalk, highlighting the intense work culture and the launch of a new product, which has raised concerns about employee well-being and work-life balance [1][5]. Group 1: Product Launch - DingTalk held a product launch event on August 25, as anticipated [3]. - The CEO of DingTalk, Wu Zhao, was interviewed following the product launch, indicating a focus on the company's future direction [4]. Group 2: Employee Work Culture - Reports indicate that around 40 to 50 employees have been working under extreme conditions, with less than 5 hours of sleep per night over the past four months to develop the new product [5]. - Although the term "overtime" was not explicitly mentioned in the CEO's interview, the context suggests a culture of excessive work hours [5].

Group 1 - The core message of DingTalk's recent communication emphasizes the theme of overtime work, highlighting a new initiative aimed at allowing employees to leave work earlier [1] - DingTalk's official account has been actively promoting the idea of overtime, even mentioning that the gifts for a lottery were "made during overtime" [1] - The CEO of DingTalk, Wu Zhao, reportedly criticized employees for leaving work early, questioning the lack of presence in the office during late hours [4] Group 2 - There are claims circulating about potential optimization measures targeting executives who do not support overtime, with reports indicating that four P10 and fifteen P8 level employees may be affected within three months [4] - DingTalk's representatives have denied the authenticity of the claims regarding the CEO's late-night office inspections and the subsequent criticism of employees [4] - The company has also refuted rumors about the optimization of executives, stating that the information is not accurate [4]

Group 1 - Chery Automobile has mandated a 30% reduction in company-level meetings and participants to improve efficiency and respect employees' time [3] - Chairman Yin Tongyue acknowledged past management practices as inhumane and apologized, emphasizing the need for a cultural shift within the company [3][4] - The company has faced criticism for its overtime culture, with reports of mandatory late hours and performance management practices that some interpreted negatively [5][6] Group 2 - Evergrande Group's former chairman Xu Jiayin's Hong Kong properties have been revealed to have significant unauthorized constructions, including a "dungeon" [8][9] - The properties, originally purchased for HKD 2.5 billion, are now being sold at a significant loss, with one listed at HKD 900 million, reflecting a 60% drop in value [9] - Xu Jiayin's assets are under scrutiny, with multiple luxury items and properties being managed by creditors due to the company's financial troubles [9] Group 3 - Hema X, a membership store under Hema, will close all locations by the end of August as part of a strategic shift, focusing on core business areas [10][12] - The membership store concept, launched in 2020, has not gained sufficient traction in the Chinese market, leading to a strategic retreat [16] - Hema aims to achieve a GMV target of RMB 100 billion by the end of 2024, having reported profitability for the first time in the fiscal year 2025 [10][16] Group 4 - Jin Dalai Environmental Protection Co. is pursuing legal action against the local government for unpaid compensation related to a wastewater treatment project, totaling approximately RMB 40.8 million [20][21] - The company has experienced a decline in revenue and profit, with a 19% drop in revenue year-on-year for 2024 [21][22] - Jin Dalai's accounts receivable have reached RMB 780 million, indicating potential liquidity issues [22]

Core Viewpoint - The recent controversy surrounding Sunshine Insurance's late-night meetings reflects a deeper issue of management anxiety over business performance, as the company faces significant operational challenges and declining profits [1][12]. Group 1: Company Performance - Sunshine Insurance's net profit for 2022 was 4.881 billion yuan, a year-on-year decrease of 23.61%, marking the first negative growth since 2019 [9]. - The company's net profit declined from 5.883 billion yuan in 2021 to 3.738 billion yuan in 2023, with a compound annual growth rate of -20.29% [12]. - Despite a projected recovery in 2024 with a net profit of 5.449 billion yuan, this figure still lags behind pre-2022 levels [12]. Group 2: Business Challenges - The company has been experiencing a decline in premium income, with a 3.62% drop in total premium income in January 2025 compared to January 2024 [15]. - Sunshine Insurance's reliance on the bancassurance channel, which accounts for about 60% of its sales, has been negatively impacted by new regulations that reduced commission rates [17]. - The company's flagship product, "Zhenxin Lifetime Life Insurance," has been discontinued, further affecting premium income [18]. Group 3: Management and Cultural Issues - The late-night meetings at Sunshine Insurance are indicative of a "founder culture" driven by founder Zhang Weigong's intense work ethic, which has been ingrained in the company's operations [2][4]. - Zhang Weigong is known for his demanding work schedule, often working over 15 hours a day, which has set a precedent for the company's culture [4][5]. - The company's "overtime culture" has been criticized, yet it may be seen as a necessary response to the current business pressures [12][30]. Group 4: Future Outlook - The insurance industry is facing a challenging environment, with increasing competition and rising costs impacting profitability [20][23]. - Sunshine Insurance's combined cost ratio is approaching 100%, indicating significant risk exposure that could further strain profits [20]. - The company's investment income, which has been a significant driver of revenue, is subject to market volatility, raising concerns about future performance [29].

Group 1 - The chairman of Sunshine Insurance, Zhang Weigong, held a meeting with employees that lasted until 2:30 AM, which has sparked public attention [1][3] - The company described the meeting as an important step towards more efficient and scientific management, but many netizens criticized the late-night meeting as contrary to the principles of efficiency and a violation of labor laws [3][4] - Zhang Weigong has a history of promoting long working hours as a sign of dedication, suggesting that such practices contribute to company cohesion and upward development [3][4] Group 2 - Historically, overtime work was seen as a noble contribution to national development, but in the current context, it may be viewed as a potential violation of labor laws [4] - The expectation for employees to work late hours reflects a disconnect between past values and present realities, leading to employee dissatisfaction [4] - The effectiveness of holding meetings until the early hours is questioned, as it may serve more as a performance of dedication rather than a productive work session [4]

Core Viewpoint - The article discusses the shift in China's work culture from an overtime-driven model to a more balanced approach, emphasizing the need for internal demand stimulation and leisure time for workers, regardless of external pressures like the EU's regulations on forced labor [1][20]. Group 1: Historical Context - In the past, China's work culture was less intense due to a planned economy and limited overseas markets, leading to a more relaxed attitude towards work [2]. - The entry into the WTO and the subsequent focus on export-driven growth resulted in a societal consensus on the necessity of overtime work to maximize production [2][3]. Group 2: Current Challenges - The saturation of overseas markets has necessitated a shift towards internal demand, as the ability to sell products abroad has diminished [3]. - The manufacturing sector has seen significant job losses, and the influx of university graduates into the job market has created a need for the service industry to absorb these workers [3][4]. Group 3: Proposed Solutions - To stimulate internal demand and address employment issues, a transition from a production-oriented model to a leisure-oriented model is essential [4]. - Implementing a dual weekend system and ensuring annual leave can encourage consumer spending and improve overall quality of life [5][18]. Group 4: Historical Precedents - Historical examples from South Korea and Japan show that transitioning to a 40-hour workweek led to increased consumption and absorption of displaced workers from manufacturing into the service sector [6][18]. Group 5: Work Culture Dynamics - The current work culture, characterized by unpaid overtime, leads to inefficiencies and a decline in productivity, particularly after the sixth day of work [10]. - The article highlights the negative impact of excessive work hours on personal lives, particularly for those over 35, who face increased pressures and reduced job security [10][11]. Group 6: Economic Implications - The article argues that a shift away from a culture of unpaid overtime could unleash significant consumer spending, as individuals would have more time and energy to engage in leisure activities [15]. - Additionally, reducing the stigma around older workers could enhance their contributions to the workforce, leveraging their experience without the burden of excessive work hours [16]. Group 7: Long-term Benefits - The long-term implementation of a balanced work-life model is expected to foster a healthier workforce, reduce societal costs associated with health issues, and ultimately benefit the economy [18][19]. - A societal shift towards valuing leisure time is seen as essential for sustainable economic growth and improving the quality of life for workers [19][20].