Most domestic companies don't have a perfect system to train new people, but a traditional apprenticeship system with gorgeous packaging, which is a bit outdated in modern society.

Specifically, newcomers believe in all kinds of exaggerated benefits introduced by enterprises when recruiting, and a perfect training system is one of the exaggerated factors of many enterprises.

When a new employee formally signs a labor contract to apply for employment, the company will hold some welcoming ceremonies, quality development and other activities to familiarize the new employee with the corporate culture and departmental structure.

Then, the new employee directly enters the department. Leaders usually assign one or two old employees to bring new employees, so that new employees can learn from the project, first do some odd jobs to familiarize themselves with the workflow, and then gradually get started with the core work.

If you are employed by a relatively formal large and medium-sized enterprise in China, the general model is like this.

After careful observation, you will find that this training mode is not advanced. What really involves newcomers' work and study is the traditional mentoring mode in which old employees lead newcomers.

In modern society, new employees, from students to professionals, or from one company to another, have to go through the adaptation process of mentality, knowledge and skills, work and life rhythm and so on.

Therefore, excellent enterprises with a mature training system will have their own curriculum system like universities, in addition to practicing at work, and allow new employees to transition in the first few months instead of focusing on the completion of departmental tasks.

Most domestic enterprises obviously do not have such a system, and it is understandable that small and medium-sized enterprises urgently need to fight immediately. And the formal large enterprises that are more than the top 500 in China usually do not do well in this respect.

In contrast, many enterprises have invested a lot of money in shaping corporate culture. Most of the so-called pre-employment training and quality development activities are basically around corporate culture.

In the view of high emotional intelligence, it is to increase employees' sense of identity and cohesion to the enterprise. From the point of view of low EQ, many enterprises try to make employees lose their true understanding of the enterprise through brainwashing and alleviate the problem of excessive employee turnover.

A very rubbish enterprise, through a good experience of quality development activities, many people will really think that the enterprise is a warm home, at least before entering the department, he/she probably thought so.

This is why many poor industries or companies have an exceptionally good experience in this kind of quality development activities, and even have high-end hotels for newcomers to live in.

The root of the problem is that domestic enterprises regard workers as consumables rather than people.

Talents need to be cultivated into pillars of society, and consumables need to be concerned about the use cost and scrap cost.

Enterprises hope that every salary paid to employees will not be wasted. It's best for new employees to start working overtime on their first day.

It is even more unacceptable for domestic enterprises to let new employees learn and familiarize themselves with the workflow in a full-time or semi-full-time way a few months ago. Most enterprises are not even willing to pay overtime, let alone allow new employees to earn wages while studying.

In addition, due to well-known reasons, the staff turnover rate of most domestic enterprises is relatively high, and many departments are in urgent need of manpower to work.

At this time, even though some companies have established a perfect training system, because of the urgent need for employment, they can only try their best to get newcomers to work, so newcomers naturally have no time to study systematically.

Like my last company, one of the few has a perfect training system. Newcomers don't need to participate in the actual work of the department in the first six months, but follow the old employees to familiarize themselves with the workflow and learn knowledge.

However, due to the low cost performance of work intensity and salary, the department was understaffed after the loss of employees, and newcomers were forced to do odd jobs. The perfect training system was ineffective and eventually forced to cancel.

In this training system, the core is still the alternation of old and new. Enterprises throw the pressure of training new people to old employees, and then publicize the perfection of the enterprise training system.

The so-called company is tired of bringing new people. Accurately speaking, it is a headache for the old employees of the company to bring new people, and the company itself has not paid too much for training new people.

For example, most of the information and documents that newcomers can learn come from the hands of old employees, and enterprises may only provide some online courses. Moreover, whether it is materials and documents, or online courses, most of these learning resources are vague and jumping, and the difficulty of pure self-study is still relatively large.

For example, the experience sharing of outstanding old employees is often easy for some management to tell personal success stories or even simply show off, and the content that newcomers can learn is limited.

In this way, both the old employees of the company and the new employees represented by recent graduates feel very uncomfortable, especially for the newcomers who have just joined the company.

Domestic enterprises are used to recruiting as few people as possible to do as many things as possible, and will not be willing to pay a small amount of extra cost and hire more workers to work.