TAL is notable for providing comparatively lower compensation to its existing staff, and there seems to be no indication of an effort to align their pay levels with market standards.
During performance evaluations, a distinct preference for upper management is evident, manifested through larger bonuses and higher pay raises. Conversely, lower-grade staff members receive minimal increases, creating the perception that a 2% raise for employees is deemed a favor, while upper management enjoys a 5+% increase or more.
The IT systems face challenges with being frequently shut down, presenting limited opportunities for improvement.
Discriminatory behavior at the management level contributes to a sense of class division. Employees may feel relegated to a lower class, contrasting with the perceived upper-class status of management—a kind of two-tier society.
Taking leave doesn't guarantee uninterrupted time off, as individuals are frequently contacted during their leave. Despite working throughout the entire leave period, full restoration is not assured.
There is now an expectation for employees to spend more hours in the office, marking a shift from the pre-COVID era when working from home was not fully recognized as productive. The request to work from home encountered resistance, and the current tracking of office hours raises concerns about a potential return to a toxic culture discouraging remote work at TAL.
