作者|娅沁 声明|题图来源于网络。惊蛰研究所原创文章，如需转载请留言申请开白。 "我们两年没办年会了，团建也没了。"提到年会的缺席，建筑行业HR刘芳（化名）的情绪并没有任何波澜。过去两年，她所在的公司经历了人力大幅缩 减，从过去的两百多人到如今只剩下六十人，并且"春节前还会再减"。刘芳说："公司能存活下来，按时发工资就很好了。" 近几年，不少企业开启了"年会改革"，曾经雷打不动的年终仪式悄然退场或大幅缩水。当人们谈论它的变化时，语气里没有愤怒，甚至鲜有怀念，只有一 种近乎"麻木"的平静。这份平静背后，是一个正在压倒一切的共识——活下去。 一场集体仪式的"退化" 年会曾经是集体归属感的象征。上世纪八九十年代，由单位组织的联欢会可以说是年会的雏形：工厂礼堂作为年会场地、员工自发排练节目、单位负责采 购瓜子糖果，而举办这场联欢会的核心目的是营造集体归属感。 进入二十一世纪，随着市场化改革深入和经济增长加速，年会迅速演变为企业实力的展示窗口，活动规模和预算不断攀升。然而近年来，受多方因素影 响，年会在许多行业中逐渐收缩，甚至消失了。 "从2020年至今，我们公司已经不开庆祝色彩的年会了。"从事电力相关软件工作的江朗（ ...

以下文章来源于惊蛰研究所 ，作者惊蛰研究所消费组 惊蛰研究所 . 探索发现新经济。 "我们两年没办年会了，团建也没了。"提到年会的缺席，建筑行业HR刘芳（化名）的情绪并没有任 何波澜。过去两年，她所在的公司经历了人力大幅缩减，从过去的两百多人到如今只剩下六十人，并 且"春节前还会再减"。刘芳说："公司能存活下来，按时发工资就很好了。" 近几年，不少企业开启了"年会改革"，曾经雷打不动的年终仪式悄然退场或大幅缩水。当人们谈论它 的变化时，语气里没有愤怒，甚至鲜有怀念，只有一种近乎"麻木"的平静。这份平静背后，是一个正 在压倒一切的共识——活下去。 一场集体仪式的"退化" 年会曾经是集体归属感的象征。上世纪八九十年代，由单位组织的联欢会可以说是年会的雏形：工厂 礼堂作为年会场地、员工自发排练节目、单位负责采购瓜子糖果，而举办这场联欢会的核心目的是营 造集体归属感。 来源丨 惊蛰研究所（ID：jingzheyanjiusuo） 作者丨 娅沁 图源丨Midjourney *电影《年会不能停》剧照 进入二十一世纪，随着市场化改革深入和经济增长加速，年会迅速演变为企业实力的展示窗口，活动 规模和预算不断攀升。然而近年来， ...

而从另一个角度看，一些公司的年会，之所以无法让自己的员工代入，还在于其脱离那些共同的经历、 具体的业态和真实的情感连结，不过是对网络模板、网红热梗的简单套用。唱着一样的金曲，跳着一样 的劲舞，脱口秀吐槽着一样的吐槽，不同的公司，开着雷同的年会，也难怪大家提不起兴致了。有些人 明明很无感，还要"配合表演"，内心真真是满满的摧残感……于是乎，用人单位是不是该尊重劳动 者"拒绝表演"的权利，也就成了顺理成章的追问。 每到年末，"吐槽年会"都会成为网络上的热门话题。而就如同很多议题一样，年会这件事，也属于线上 频被猛烈炮轰，而线下依旧我行我素的那种。说到底，这还是和当下的职场文化相关。我们的职场生态 中，支配与服从，依旧是主流的存在秩序。而另一方面，打工人也普遍有一种"隐忍"的精神特质，撕破 脸的硬刚，很少发生。虽是不情不愿，但大多最终还是"勉为其难"——只不过，怨气淤积于心，总归还 要去网上发帖发泄一番。 当然不必把年会污名化，这里面，同样有很多美好的东西、很多朴素的真情，也同样有人乐在其中、闪 耀全场。但终究，年会并不一定是通用的、普遍适配的，允许一部分置身事外或者"浅浅参与"，这也是 彼此成全、不扫兴致的智慧。 ...

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]