My experience with the Enterprise Management Trainee Programme was far from what was advertised.
First of all, the role is marketed as a graduate management opportunity, but in reality, almost anyone could do the day to day tasks. A large portion of the job involves cleaning cars, driving for hours, and handling operational work rather than genuinely developing management or business skills.
The working hours are excessive, and finishing on time feels rare. Despite the workload, there’s little real incentive to perform well in sales because there’s no proper commission structure. Bonuses are usually tied to the entire branch hitting targets, many of which feel unrealistic and out of your control. Yet management will still pressure staff and blame individuals when targets aren’t met.
Another major issue is the quality of management itself. Many managers seem inexperienced when it comes to leadership and people skills. Instead of improving morale through proper support, development, or recognition, there’s often a culture of surface-level motivation — things like buying food for the team while ignoring deeper issues around burnout, stress, and staff retention.
Calling in sick can also feel uncomfortable, as employees are sometimes treated with suspicion rather than professionalism or understanding. And when people decide to leave for better opportunities, the reaction can be disappointing. Instead of appreciation for the work you’ve put in, there can be negativity, guilt tripping, or being made to feel disposable because your resignation impacts retention figures.
Overall, the scheme didn’t feel like meaningful career progression. It often felt more like being overworked in an operational role under the label of “management training.”
