Summary of Key Points
This news article highlights the difficulties faced by the class of 2026 in the job search process: companies have turned the autumn recruitment season into a screening mechanism that requires interns to work first before becoming full-time employees (referred to as "internship-based recruitment"). While dealing with the pressure of their studies, these graduates perform the duties of full-time employees, they face risks such as unfulfilled verbal promises, sudden disappearance of job opportunities, and vague assessment criteria. As a result, they either miss out on the autumn recruitment period or compromise under the pressure of finding a job. The essence of this situation is that the job market has more supply (12.7 million graduates) than demand (a slight increase in demand), and companies use low-cost methods to select candidates, with the graduates bearing the risks.
Detailed Analysis
1. Why Do Companies Prefer the "Internship First" Approach?
Simply put, companies want to "spend the least amount of money to find the right people."
- Low-cost risk-taking in an economic uncertainty: Intern salaries are lower than those of full-time employees (for example, Wu Ting earns 120 yuan per day), and companies don't need to contribute to social security or housing funds, allowing them to assess whether the candidate is suitable for the position with minimal investment.
- Fear of wasting money on the wrong hire: After the pandemic, the turnover rate among students is high, so companies want to observe candidates for several months before making a commitment.
- A trend spreading across industries: This practice was previously common in finance and securities firms and has now spread to the internet and advertising industries. A report from Niuke.com shows that over 80% of companies have increased their investment in internship programs, using them as a preliminary screening tool.
For instance, during the final round of interviews at a large tech company, the HR only offered an internship position, indicating that they wanted to test the candidate for another two months.
2. The Triple Identity Dilemma: Balancing Studies, Internship, and Aspiring Employment
Graduates juggle three roles: student, intern, and aspiring employee, each with its own set of pressures:
- Student role: They need to complete their thesis and prepare for graduation (Xiao Qian received feedback on her thesis from her mentor during the internship, which was both frustrating and time-consuming).
- Intern role: They earn low salaries (Xiao Qian earned over 4,000 yuan per month, while Wu Ting earned 120 yuan per day) and lack the benefits of full-time employees (Xiao Qian's colleagues could slack off without consequences, but she had to stay focused on her work).
- Aspiring employee role: They are required to perform the work of full-time employees (Wu Ting processed 300 pieces of data per day, five times more than typical interns) and face additional pressure from their supervisors (who only focused on her completing tasks, as she wanted to become a full-time employee).
This dual role often leads to anxiety: "How will I finish my thesis? Will I get the job?"
3. Unfulfilled Promises and Vague Assessment Criteria
The most problematic aspect is that companies make grand promises but do not keep them:
- Unfulfilled verbal commitments: Tai Lai was verbally informed that she had passed the assessment but was later told there were no available positions; Xi Xi was promised a full-time position during the interview, but there was no written confirmation.
- Ambiguous assessment criteria: The internship assessment criteria were detailed (e.g., accuracy and timeliness), but the term "full-time employment" was never mentioned, leaving no evidence to support the promise.
- Disappearing opportunities: The number of full-time positions is determined internally by the company, and if business targets change or departmental performance is poor, these positions can be canceled (Xi Xi's department failed to meet targets, and her supervisor refused to hire two full-time employees).
As a result, graduates end up working for months for nothing and miss out on the prime job hunting period.
4. Is "Mutual Selection" a Mirage?
Companies often claim that the "internship first" approach is a form of mutual selection, but for graduates, there is no real choice:
- If you realize the internship isn't right for you after two months, the recruitment season is already over (as Ji Cheng said, "By then, there will be no positions left, and you won't have a choice").
- Companies can refuse to offer a full-time position at any time, citing poor performance or a lack of available spots, leaving graduates with no options during the critical job hunting period (Xi Xi worked from August to December and had to wait until next year's recruitment season).
In reality, "mutual selection" is a one-way process where companies select candidates, leaving graduates with no alternative.
5. Compromise or Resistance? The Dilemma for Graduates
Facing this situation, graduates face a difficult choice:
- Some resist: Mango initially rejected all internship offers, insisting on a formal contract; Ji Cheng directly communicated with the HR and successfully obtained a full-time offer.
- Many compromise: Mango eventually accepted an internship-based position (since there were few other options); Tai Lai rejected all offers and waited for a state-owned company, but after failing, she had to apply to 50 companies before getting the position she initially rejected.
- Adapting to the reality: Tai Lai realized that the pressure to get a job quickly is unrealistic and that the job search is a process that requires considering both skills and uncontrollable factors (such as available positions and procedures).
The harsh reality is that there are 12.7 million graduates in the class of 2026, while corporate recruitment demand has only increased by 2.3%. With more supply than demand, students are forced to accept the "internship first, then become full-time" rule.
Conclusion
This news article highlights the critical issues faced by graduates. While they want stable jobs, companies treat them as free trial candidates. For graduates, practical advice includes:
- Negotiating a written agreement (e.g., a tripartite contract) and not relying on verbal promises.
- Keeping evidence of the recruitment process (chat records, assessment documents).
- Diversifying their job applications to ensure a backup option.
For companies, this low-cost screening method may be effective in the short term, but it can lead to a loss of trust from graduates. After all, today's interns may become tomorrow's customers or employees.
The balance of power in the job market should not favor companies alone.
(End of article)