This study examines the effectiveness and issues of pre-entry training programs, based on a questionnaire survey conducted on the manufacturing companies in Korea and Japanese Manufacturing Companies, regarding the following issues: ① recognition of the effectiveness of pre-entry training in eight management and human capital factors including maintenance of motivation, improvement of skills, etc. ② the differences in effectiveness of pre-entry training by type (on-line, camp, on-the-job, or other training), ③ issues of pre-entry training programs, and ④ impacts of pre-entry training on the retention rate of new graduate employees. The results of a comparative study regarding effectiveness in pre-entry training for both Korean and Japanese companies are as follow. First, building human relationships and networks as the most effective human capital factor shows the highest rate for both Korean and Japanese corporations. However, the effectiveness of pre-entry training in reducing early job hopping rate and enhancing professional business skills is doubtful. Second, there is a difference between Korean and Japanese companies, in terms of human capital factors which show the effect of pre-entry training. Korean companies are successful in efficiency of business training and development, whereas Japanese companies are effective in reduction of withdrawing from formal entrance. Third, the most widely used form of pre-entry training in Korean manufacturing companies is group training such as camp training and study tour of the company, while that in Japanese companies is individual training such as online training and correspondence program. In addition, group training is likely to be very efficient at building human relationships and networks, but individual training tends to have an effect on maintaining motivation and improving basic business skills. Forth, the major issues of pre-entry training programs are scheduling without interrupting the studies of recruits and high cost.