Core Viewpoint - The article discusses the cultural pressures and emotional burdens associated with taking leave in the workplace, highlighting how employees often feel guilty or anxious about requesting time off, despite having the right to do so [4][39]. Group 1: Leave Policies and Employee Experiences - Many companies have formal leave policies that include various types of leave, yet employees often hesitate to utilize them due to fear of judgment or creating inconvenience for others [5][38]. - Employees report feeling a sense of shame or guilt when considering taking leave, which is often rooted in a workplace culture that equates presence with loyalty and dedication [39][40]. Group 2: Individual Stories of Leave Requests - A retail brand operations manager, despite having vacation days available, refrains from taking leave due to ongoing project pressures and the fear of leaving tasks uncompleted [7][8]. - A UI designer at a startup experiences discomfort after taking a legally entitled menstrual leave, feeling exposed and judged by colleagues, leading her to avoid taking such leave in the future [10][12]. - A client manager in an advertising firm meticulously prepares for her wedding leave but ends up working during her wedding due to client demands, illustrating the difficulty of truly disconnecting from work [15][20]. Group 3: The Illusion of Time Off - A training specialist in a fast-moving consumer goods company finds that taking time off requires extensive preparation and often results in continued work obligations, undermining the purpose of the leave [24][29]. - An editor experiences health issues but feels compelled to work through them, reflecting a broader issue where employees feel they must justify their need for leave [30][36]. Group 4: Cultural Implications and Solutions - The article emphasizes that the stigma around taking leave is a product of a low-security workplace culture, where employees feel they must constantly prove their commitment [39]. - It suggests that addressing this issue requires a cultural shift within organizations to foster an environment where taking leave is seen as a normal and necessary part of maintaining work-life balance [39][40].

Core Insights - The company World Advanced has reported growth in revenue and profit for the first half of the year despite challenges posed by the Trump 2.0 policies, and plans to distribute bonuses to employees ranging from NT$10,000 to NT$35,000, totaling approximately NT$90 million [1][2] Group 1: Employee Initiatives - The company is implementing a "Family Care Enhancement Plan" which includes extending maternity leave to 14 weeks, increasing childbirth subsidies to NT$10,000 per child, and introducing paid childcare leave for employees with children under three years old [1][2] - The recent family day event attracted over 1,500 employees and their families, emphasizing the company's commitment to a supportive work-life balance [2] Group 2: Financial Performance - The company has seen healthy growth in USD revenue due to customers preparing for tariff uncertainties, with expectations for moderate growth in the second half of the year [2] - The appreciation of the New Taiwan Dollar (approximately 12% this year) has been a significant factor, but effective hedging strategies have minimized the impact on the company's financials [2] Group 3: Expansion Plans - Construction of the new factory in Singapore is progressing well, with expectations to begin operations in Q4 2023 and start customer sampling in H2 2026 [3] - The potential bankruptcy of Wolfspeed could positively impact World Advanced if customers seek alternative sources, although revenue contributions from silicon carbide (SiC) and gallium nitride (GaN) remain limited [3]

Group 1 - The concept of "original workplace imprint" refers to the lasting impact of a person's first long-term job on their professional behavior and mindset [3][6][11] - Employees often carry habits and emotional responses from their first job into subsequent roles, affecting their interactions and work performance [2][7][32] - The influence of direct supervisors, referred to as "+1," plays a significant role in shaping an employee's workplace perceptions and behaviors [13][16][28] Group 2 - The corporate culture of the original company can create lasting impressions that affect broader work perspectives, such as communication styles and task management [39][40][46] - Employees may experience a sense of inadequacy or exclusion based on the integration practices of their original workplace, impacting their confidence in new environments [48][52][55] - The transition from a supportive or relaxed work environment to a more competitive or demanding one can lead to challenges in adapting to new workplace dynamics [60][63][67] Group 3 - The psychological impact of viewing supervisors as parental figures can lead to heightened sensitivity to feedback and performance evaluations [69][72][73] - Original workplace experiences can be seen as formative, with both positive and negative aspects contributing to an employee's professional development [76][79][81] - The importance of acquiring useful skills and maintaining healthy workplace relationships is emphasized over dwelling on past negative experiences [78][82]