What do the management trainees of Wumart mainly do and what are their development prospects?

Management trainee English is management trainee, which is a talent reserve plan for some large enterprises to train middle and senior managers independently. I usually practice in different departments of the company to understand the operation process of the whole company, and then make arrangements according to my personal specialties. Finally, I can usually be the head of a department or branch.

Management trainee is a talent reserve plan for some large enterprises to train middle and senior managers independently. I usually practice in different departments of the company to understand the operation process of the whole company, and then make arrangements according to my personal specialties. Finally, I can usually be the head of a department or branch. The training target is generally college students who have graduated within three years, mainly fresh graduates.

Due to the characteristics of management trainees, the company systematically trains them. Therefore, the professional knowledge of management trainees is not very strict, but the comprehensive quality is more important. Although there are many classification methods for each company, there are also many. But the main comprehensive qualities include:

1. The ambition emphasized by many foreign companies. The reason why enterprising spirit is emphasized is that the company generally hopes that management trainees can become the top managers of the company through training, but this process is bound to be a difficult and challenging process, and a lot of sacrifices will inevitably be made. Without an enterprising spirit and indomitable spirit, it is easy to give up in this difficult process. Therefore, a lofty goal and unremitting pursuit are particularly important for management trainees.

2. Leadership: There are many understandings of leadership, but in general, it is required to lead the team to achieve the predetermined goals. And this ability is largely exercised in the past management practice. Therefore, when recruiting management trainees, students who have experience in community leadership or other types of leadership are generally biased.

3. Analytical ability: Leaders will inevitably face many complicated situations. How to quickly find and sort out clues in complex situations is a problem that leaders must solve. Therefore, in the recruitment of students, the problem of solving problems often appears. Generally speaking, besides being quick-thinking, familiar with the business environment and having business experience, it will help candidates solve such problems to a great extent. In addition, mastering some business analysis frameworks properly is also very beneficial to solve this kind of problems.

Effect.

4. Fast learning ability: For management trainees, it is particularly important to quickly enter the industry and take over the work on the basis of analyzing things.

5. Expression ability and persuasion ability: Specifically, it is the ability to express one's own views and achieve communication effect. For example, how to use different languages for different interviewees, how to use body language correctly, how to set up conversation scenes and so on.

English ability: For most foreign companies, managers must communicate with colleagues all over the world, and a certain English ability is necessary.

At present, many enterprises regard the management trainee project as the most important form in the training mode of reserve talents. Therefore, it is of great significance to correctly understand and apply this form for the cultivation of reserve talents in enterprises.

Efficient communication is an indispensable factor for the benign operation of enterprises. However, many enterprises fail to establish a good communication atmosphere internally, which leads to low work efficiency. In the project of management trainee, enterprises can reduce possible mistakes in communication by establishing a unified communication language, thus improving communication efficiency. At the same time, in the process of training management trainees, managers and trainees can establish a more stable relationship, which is conducive to communication and coordination between superiors and subordinates, and also improves the efficiency of internal communication in enterprises to some extent. In addition, through case demonstration, management trainees can accept the standardized working mode of enterprises, help them integrate into specific functional departments more quickly, reduce friction in the work process and improve work efficiency.

Undoubtedly, the management trainee program helps enterprises to attract outstanding talents, and at the same time helps enterprises to cultivate reserve talents and maintain a sustainable competitive advantage. However, although many enterprises try to manage the trainee system, the results are quite different. There are many reasons for the different results, one of which is whether the understanding of the management trainee system is correct.

In many enterprises, the design concept of management trainee system is to quickly transform "high potential talents" into enterprise reserve management talents through job rotation and tutorial system. However, in the process of concrete implementation and localization, many enterprises have a series of problems that need to be solved and improved. For example, many enterprises do not take into account the return risk brought by the high turnover rate of management trainees, and many enterprises' management trainee projects exist in name only. In fact, the management trainee program is an expensive talent training system, which belongs to luxury goods and involves the human resource logic of the whole company, even related to the human resource strategy. This system will take up the energy of senior managers, especially in the initial stage, which is simply not a job that a human resources department can complete. In addition, the high expectations of management trainees themselves are also one of the reasons why the project may fail. But overall, the staff turnover rate of management training programs is still lower than that of non-management training programs. There are many problems in the management trainee program of many enterprises, as follows:

First, many graduates have misunderstandings about the management trainee program.

Many graduates think that becoming a management trainee means that their career can develop in the direction of management after two or three years, but this is not the case. Becoming a management trainee only means meeting the recruitment requirements of the company, but it is not the same as becoming a manager. In addition, most of the management trainees are excellent graduates at school, but when starting the management trainee project, they need to start from the grassroots business, which often leads to a certain psychological gap. Therefore, management trainees need to adjust their mentality in time, complete the role change from students to professionals, improve their professional quality, strengthen self-discipline and abide by the company's rules and regulations. At the same time, although management trainees are just entering the workplace, enterprises need to let management trainees quickly integrate into the work, which requires not only the training of the company, but also continuous efforts to make due contributions to the development of enterprises.

Second, the business skills of management trainees are general, but not complicated.

Enterprises need to manage the rotation of trainees in different departments when training students with indefinite posts. In this case, Guan Peisheng stayed in a department for a short time. For the necessary work essentials and business processes, rapid learning is easy to cause generalization and inaccuracy. Therefore, Guan Peisheng needs to be clear about his future direction at the beginning of the project, so that he can learn in a targeted manner in the process of job rotation, focus on mastering the necessary business process knowledge in the process of work, be targeted, and improve learning efficiency.

Third, for management trainees, "pull out the seedlings and encourage them."

For many enterprises in China, the management trainee system is still in its infancy. Therefore, the project needs the full support of senior management, and it takes some time and energy to train management trainees. Enterprises need to understand that the growth of management trainees needs a process. Excellent students do not mean that they have excellent management ability. High-potential talents may also die if they "encourage others". In addition, management trainees themselves need to adjust their positioning and mentality, start from the grassroots level and accumulate knowledge and ability bit by bit.

Fourthly, it neglects to cultivate internal staff's correct understanding of management trainees.

In some enterprises, ordinary employees have a certain "hostile attitude" towards management training, thinking that management trainees may reduce their promotion opportunities, hinder their career paths, and have a certain degree of resistance and unfriendly feelings towards management training. Therefore, enterprises need to take certain measures internally to eliminate employees' resistance, and at the same time help Guan Peisheng to establish good relations with other employees at work, so as to realize smooth handover and cooperation at work. In the face of such resistance, Guan Peisheng should also adjust his mentality. He shouldn't be defeated because of the slightest obstacle. He needs to communicate with other employees more so as to establish a more harmonious relationship. For enterprises, it is necessary to help existing employees correctly understand management trainees, reduce unnecessary worries of existing employees and improve the overall performance of enterprises.

Fifth, ignore the career planning of management trainees.

Many enterprises are worried that management trainees will spend a lot of recruitment, training fees and potential costs when they change jobs after maturity, but they often can't stay, which is too uneconomical for enterprises. However, if enterprises only train management trainees in a perfunctory manner, it will aggravate the loss of management trainees. Enterprises need to establish long-term employment expectations with management trainees through career planning, various promotion channels and corresponding reward incentive mechanisms to avoid and limit the outflow of management trainees after they mature.