After College—What?

Abstract

In the recently completed survey of the dairy manufacturing graduate situation in the dairy industry by H. B. Henderson of the University of Georgia, the need for industry training programs was stressed more than any other single item. Only about 46 out of 284 graduates reported that they were included in a program they would rate as good. The main criticisms of the programs in use were a lack of organization, insufficient information on company policy, incomplete records of the trainec's progress, and a lack of reports required of trainees. Other industries have taken the lead in developing training programs for the college graduates in their organizations. An American Management Association study, completed in 1954, showed that in some industries from 35 to 50% of the companies had extensive training programs. The United States Steel Corp., Armstrong Cork Co., General Motors, SearsRoebuck, General Electric, Westinghouse Electric, Eastman Kodak, and many others have training programs that last from 9 months to several years and may cost the companies as much as $10,000 a year for each trainee. These organizations believe that developing good management is as important as developing a good product. Although a few companies apparently look for business geniuses to direct their activities, many more are concerned about the desirability of a strong, well coordinated management team. To this end the development of good management has become a major activity in these organizations. Many college placement directors are recommending that their most capable graduates go with organizations having training programs, for it is their belief that such a program is the best insurance for developing a young man's full potential. Graduates are anxious to become associated with companies having training programs because they know they are less likely to become lost in such an organization. They learn while doing and are less likely to experience the after-college slump, which so often occurs when there is no organized training program. superior training program can be an important factor in attracting and keeping the most capable college graduates. As has been said, A company is known by the men it keeps. The better a man is, the more he recognizes the value of t raining; it is the weak man who is most likely to resist the idea. company training program supplies two types of knowledge: (a) that which is gained by actual performance of work and (b) that which comes from the discussion of ideas and experiences. This combination of knowledge sources enables an individual to develop rapidly. H. I t . Judson of the Consolidated Edison Co. cited the following objectives of a worth-while executive development program: