InternationalTraining &

Development

by Muhammad Iqbal Malik

Training & Development: Recap

T&D is the process of imparting knowledge, skills & attitudes to enhance work performance

Training is focused on job specific needs

Development goes beyond job requirements

The T&D Context

Environm entE conom ic , po litica l, cu ltu ra l, lega l e tc .

OrganizationM iss ion , s tra tegy, o rgan iza tion s truc tu re , techno logy, peop le e tc .

Training & D evelopm ent

A dapted from Foundations o f H um an R esource D eve lopm ent , R ichard A . S w anson, E lw ood F. H o lton

T&D Process

AnalysisC ontex t, p rob lem s,opportun ities , job e tc .

Designtra in ing p rog ram s, cu rricu lum ,lea rn ing experiences e tc .

Developmentcon ten t, tra in ing m a te ria l &o the r resources e tc .

Implementationins truc tion and execu tion o ftra in ing p rog ram s e tc .

Evaluationk now ledge , sk ills , a ttitudes ,pe rfo rm ance , com m itm en t

C on tinuous feedback & im prov em en t

The International Context

Multinational and multicultural factors Geographical barriers Language & communication barriers Geopolitical considerations Intergovernmental & international

organizations/agencies involvement

The International Context

International and diverse workforce Continuous staff relocation & rotation Heterogeneous systems,

infrastructure and communication channels

Global cutthroat competition Highly complex business environment

Corporate Headquarter ActivitiesC orporate H ead Quarter

International Research- C u ltu ra l- E conom ic- P o litica l- Lega l e tc .

Expatriate Training- C u ltu ra l aw areness- S ens itiv ity tra in ing- Language tra in ing- P o litica l, lega l e tc .

HCN/TCN Training- C orpo ra te cu ltu re- S tandards- S ys tem s & P rocedures- T echn ica l tra in ing- C orpo ra te s tra tegy

Global mgmt. training- g loba liza tion- m anagem ent dev .- in te rna tiona l team dev .- tra in ing o f tra ine rs- c ross -cu ltu ra l sk ills

International Subsidiary Activities

In ternational Subsidiary

PCN Training- R eg iona l cu ltu re- Language tra in ing- S ubs id ia ry cu ltu re- S ubs id ia ry s tandards- S ubs id ia ry p rocedures- B us iness env ironm en t & com pe tition- P o litica l, lega l e tc .

HCN Training- C o rpo ra te cu ltu re- C orpo ra te language- C orpo ra te s tandards- S ys tem s & P rocedures- T echn ica l tra in ing- C orpo ra te s tra tegy

Byproduct of Headquarter Training

T&D activities often result in building relationships and understanding among different individuals, groups and functions of the corporation

Components of Cultural Training:Mendenhall, Dunbar Oddou Model

TrainingRigour

Training M ethods

Training Duration

C u ltu ra l o rien ta tion , cu ltu reass im ila to r, language & sens itiv itytra in ings , fie ld experiences

Low , m ed ium o r h igh lev e l

D ays , w eek s , m on ths

Cultural Training Contingencies

The factors that influence the nature of cultural training components include:

Degree of interaction required in the host culture

Similarity between the individual’s native culture & the new culture

Types of Predeparture Training

Area Studies Programs Area, cultural & environmental

briefings via lectures, movies, books

Cultural Assimilators Aims at assimilating (becoming like,

behaving, thinking like) other cultures Involves interaction of multi-cultural

groups

Types of Predeparture Training

Language Training Foreign language training often

neglected due to “perceived” position of English

Has strategic implications –

- ability to monitor competition

- process environmental information

Types of Predeparture Training

Sensitivity Training General cross cultural skills Orientation to sensitive aspects of the

host culture e.g. religious, political & social sensitivities

Field Experiences Experiential workshops May also involve preliminary trip to the

host country

Cultural Training Scenarios

Contingency Desired Component(s)

Low level of interaction expected High degree of similarity between

cultures

Training duration less than a week Use training methods like area or culture

briefings via lectures, movies, books

Long term exposure to host culture with some interaction with host members

Higher level of training rigour desired Training duration to be longer - 1 to 4 weeks Use training methods like culture briefings,

culture assimilators (practicing to getting absorbed in the host culture) and role plays

Very different host culture High interaction expected

High level of cross cultural training rigour Training duration should be fairly long e.g.

two months Use training methods like culture briefings,

culture assimilators, sensitivity training, field experiences, intercultural experiential workshops

Mendenhall, Dunbar Oddou Model:Drawbacks

Focus on cultural aspect only No suggestion on integration of new

task of individual with new culture

Cultural Awareness Training and Assignment Performance

Contextual &Situational Factors- tim e av a ilab le- du ra tion & na tu re- cu ltu ra l toughness

Individual Differences- locus o f con tro l- e fficacy expec ta tions- ou tcom e expec ta tions

C u ltu ra lA w areness

T ra in ing

P erfo rm ance M anagem en t S ys tem

Skill Development- se lf d im ens ion- re la tiona l pe rcep tion- pe rcep tiona l

A d jus tm en t &P erfo rm ance

A tten tion R eproduc tionR e ten tion

Incen tiv es

M otiv a tion

Predeparture Training for HCN/TCNs

All types of staff should be provided with suitable predeparture training

Often neglected for HCNs/TCNs Comments by an Australian TCN:

“We were third-class nationals in Japan. The Americans received cultural training about Japan before they left the United States. We were just given our plane tickets.”

HCN Training

High costs of T&D Trained HCNs are attracted by

Competitors Unexpected training costs in joint

ventures, acquisitions & mergers Training as a tool for gaining

commitment & loyalty in some cultures

Headquarter training of HCNs

Involves technology, operations, standards, systems and procedures

Corporate vision, culture and norms Development of informal relationships

and networks

Staff Development

Foreign assignments serve as a mechanism to develop international expertise and global vision

Developing a pool of international managers

International job rotation Workshops, seminars, lectures and

international field trips Diversity & leadership skills

International Assignments and Career Development

Enhances management potential Higher employee expectations of career

advancement through international experience

Insufficient research so far to establish the relationship between international assignment and career path

Expatriate Career Decision Points

2. Deselect

1. Recruitment &Selection

P redepartu reT ra in ing

5. Reassignment

P aren t R epa tria tion

3. PrematureReturn

4. ExitOrganization

In te rna tiona lA ss ignm en t