1. The reserve cadres, training system and subsequent development of foreign enterprises are relatively more secure.
The reserve cadres of domestic enterprises originally evolved from Guan Peisheng of foreign companies. Management training programs for foreign companies are generally a part of their complete human resources system and an indispensable part of the talent echelon.
Therefore, at least ten years ago, when the competitiveness of foreign companies among fresh graduates was still firmly in the first place, foreign companies generally went to better institutions such as 985, 2 1 1 to select graduates with excellent comprehensive quality. There is usually a certain period of intensive training after entering the job, followed by rotation and one-on-one counseling. Usually after half a year or more, according to the graduates' own wishes,
At this time, the positions are generally not management positions, but grass-roots employees, but the company will continue to invest resources to track and pay attention to the growth and development of this group of management students, so as to make up enough talents when core positions and management positions need talents.
In other words, for such a group of management students, or reserve cadres, the company has a set of supporting management policies and measures, which can ensure that fresh graduates have a relatively clear goal and growth path after joining the job, and it is a good choice to realize their initial career dreams more easily.
2. Reserve cadres of private enterprises should focus on the human resource management level of industries and companies.
The reserve cadres of private enterprises also imitate the practices of foreign companies, but due to the huge differences in industry reasons and the level of human resources management within the company, it is easy to lead to a huge difference between what the fresh graduates initially imagined and what the company promised when recruiting.
Speaking of this, I have a special say, because my first job after graduation was a reserve cadre position in a private enterprise group company. After joining the company, it was discovered that the company did not arrange any training plan for the so-called "reserve cadres" except for the military training (hardship and obedience training) that had just been concentrated for one month.
And after a month of military training, I was assigned to a supermarket as a cashier, euphemistically called rotation internship. In fact, if I don't take the initiative to find a way out, or find that I have no future halfway and decide to resign, I may be alone in this position for three or five years.
Therefore, when applying for the post of reserve cadres in private enterprises, fresh graduates should first see the industry clearly, and be cautious about those industries with low entry threshold for basic positions and perennial shortage of people, because it is very likely that they will work in positions with almost no threshold for a long time in the name of internship after joining. I think this is definitely not the original intention of graduates to apply for reserve cadres;
Secondly, it is necessary to understand the company's human resource management level and see if it has the ability to systematically train reserve cadres. This can be asked clearly before the interview or accepting the offer: How exactly does the company train reserve cadres after joining the company? If there is no particularly detailed plan, it needs careful consideration.
As for state-owned enterprises, except foreign enterprises and private enterprises, they generally do not recruit reserve cadres, so I won't say much for the time being.
I'm Sister Yu,/kloc-HR, a listed company for more than 0/0 years. I focus on sharing practical dry goods for job interviews and career development, pay attention to me, and grow into a more selective workplace person together.