First of all, the training levels of different human resource managers, tutors and front-line managers are different and lack of uniform standards. In foreign countries, Guan Peisheng will be valued by the whole company from top to bottom, while in China, Guan Peisheng's working environment is basically equivalent to the general intern. Front-line tutors and managers basically regard guiding Guan Peisheng's work as a new task besides their basic work. Because of their different experience and level in managing the implementation and evaluation of trainee projects, their energy and time are also different, which will have different effects on the implementation of the project and often bring great fluctuations to the trainees' psychology.

Secondly, the recruitment of management trainees has a large coverage, long cycle and many procedures; The training places are rich and varied, and there are many trainees; Competitive salary and benefits; Independent evaluation system, etc. All these human resources work need to invest a lot of manpower, material resources and financial resources. In China, it is difficult for ordinary enterprises to open up special projects to do this kind of work, even if they have the heart to do it, they lack such an environment. Therefore, Guan Peisheng's project can only become a part of human resources subordinates, but not an important part of the strategic planning of the whole company like foreign companies.

Because the management trainee program needs strong management strength and financial support, it also needs an international talent growth environment. It is difficult for domestic enterprises to meet the standards of multinational companies in management, capital and environment, so it is difficult to have an advantage in talent competition. It is difficult for job seekers to establish a sense of belonging in these enterprises and find their own career development goals. Training here is often just a career springboard to prepare for the next step to enter multinational companies, so brain drain is also the biggest problem faced by domestic enterprise management trainees.

Finally, it is common to manage trainee projects in the name of IT, but it is not common in practice. With the rise of management trainee program, "management trainee" is a very attractive term for fresh graduates. Many domestic companies carry out management trainee programs under the condition that their own conditions are not mature, or use the attention of management trainees to attract outstanding fresh graduates under the banner of "management trainees" and "reserve cadres", but it is not a real management trainee program, and there is neither strict recruitment nor systematic training. It will often cause a huge psychological gap or a feeling of being cheated to job seekers, but the decline in the signing rate will have a negative impact on job seekers, bring economic losses to the company and even affect the company's image.

I suggest you pay attention to applying for Morningstar growth plan, and there will be regular places for fresh graduates. I hope it helps you.