3304166 International HRM and TraininggDevelopment

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June 11, 2008 1

INTERNATIONAL HUMAN

RESOURCE MANAGEMENT

Training & Development


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June 11, 2008 2


Human Resources are the most valuable resource in anyorganization

Human Resources cannot exist in a static state. The

pool of knowledge, skills and abilities which individualspossess and have accumulated over time, and which isa crucial input for the organization, must be nurtured andpromoted by organizations

Training and Development is the tool for improving thequality of an organizations human resources


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Training aims to improve current work

skills and behaviour (current focus)

Development aims to increase an

employees abilities in relation to somefuture position or job (future focus)


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June 11, 2008 4

International Training & Development

Recruitment

&

Selection

TRAININGDEVELOP-

MENT

International

Team

Predeparture

Training

International

Assignments

ExternalHiring


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June 11, 2008 5

Expatriate Training Training is considered as an investment in boosting an expatriates

performance

Expatriate training prior to dispatch to the foreign assignment

location includes creating cultural awareness, especially in relation

to assignments meant for culturally tough locations (learning to

cope with unexpected events)

Research studies undertaken over the past approx. 20 years

indicate that many organizations neglect to provide expatriates with

adequate predeparture training, whereby differences exist between

US, European and Japanese organizations

More organizations have started considering the requirements of the

spouse and family in their predeparture training programs


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June 11, 2008 6

Components of Predeparture Training

Programs: Cultural Awareness

The goal of cultural awareness programs is to enhance the

expatriates understanding of the host country so that he or she can

adjust and behave accordingly, and avoid getting into difficult

situations

Cultural awareness programs do not have a standard, universally

applicable format, rather, they depend on factors such as the

country of assignment, nature of the expatriates job, available time

to undertake training

Typical training elements include things like area studies, cultural

considerations, language skills, sensitivity training and field

experiences


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June 11, 2008 7



Tung has proposed the following training framework for expatriates:

If the expected interaction between the expatriate and members of the host

culture is low, and if the degree of cultural dissimilarity between the

expatriates culture and the host culture is also low, then cultural issues in

training can take on secondary importance in relation to task or job-related

issues. The level of training rigour can be low in this case

If the expected interaction between the expatriate and members of the hostculture is high, and if the degree of cultural dissimilarity between the

expatriates culture and the host culture is also high, then cultural issues

should be correspondingly high on the expatriates training agenda. The

level of training rigour can be moderate to high in this case


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June 11, 2008 8



Mendenhall & Oddou have proposed a modified version of Tungs

training framework for expatriates

According to Mendenhall & Oddou, there are three dimensions:

1) Training Methods

2) Levels of Training Rigour (low, medium, high3) Duration of the Training (relative to degree of interaction and

culture novelty)


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If the expected interaction between the expatriate and members of

the host culture is low, and if the degree of cultural dissimilarity

between the expatriates culture and the host culture is also low,

then the level of training rigour can be low and training could last for

less than a week (cultural briefings, lectures, movies, books)

If the expatriate is going abroad for a longer period (2 12 monthes)

and is expected to have some interaction with members of the host

culture, then the level of training rigour can be higher and training

could last longer (1 4 weeks) (cultural briefings, lectures, movies,

books, role plays)


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If the expected interaction between the expatriate and members of

the host culture is high, and if the degree of cultural dissimilarity

between the expatriates culture and the host culture is also high,

then the level of training rigour can be high and lasting up to 2

months (see methods above and also sensitivity training, field

experiences, inter-cultural experiential workshops)


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June 11, 2008 11


Programs: Preliminary Visits

Expatriates are sent to visit their host country before being sent

there on an assignment

The purpose of a preliminary visit is help expatriates to assess their

suitability for, and their interest in the assignment, introduce them tothe business context, and to make better predeparture preparations

Research indicates that many organizations make use of the tool of

preliminary visits for expatriates, or would consider its use

Generally, preliminary visits are not offered to expatriates if the

expatriates are already familiar with the country, or if the country is

considered culturally close


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June 11, 2008 12


Programs: Language Training

Language training is an important aspect of any predeparture training program

Advantages of using the English language in global business

Widespread application

concentration of economic and corporate power

Disadvantages of using English in global business:

Tendency to rely exclusively on English and not to learn other languages

Foreign partners speak both English and their own languages and have anadvantage over English-speakers

Difficulty to monitor some environmental factors such as competitors orprotecting important technology in dealing with foreign organizations and inforeign locations


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Programs: Language Training

Knowledge of the host countrys language offers several benefits:

Expatriate performance and negotiating ability is enhanced

Expatriates have easier access to important data and information needed fortheir assignments (for example, data and information on the host countryseconomy and economic indicators, market structure, competition, investmentclimate, political trends)

closer direct interaction with host country stakeholders is possible

Research studies indicate that expatriates usually accord high importance tospeaking the language of their host countries as a means of not only performing

better on their assignments, but also for forming social support structures and inassociating with the rest of the expatriate community

Language skill-building is often omitted from predeparture training programsbecause of the time factor and the difficulty of monitoring employees languageskills


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June 11, 2008 14

Practical Assistance for Expatriate and

his Family

Providing the expatriate and his family practical assistance with the assumption of the new

assignment, can relieve anxiety and pressure, and overcome negative feelings towards the

host country

Types of practical assistance include:

Relocation Assistance

Local Orientation

Language Assistance

Some private companies are providing expatriate relocation and orientation

services


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June 11, 2008 15

Training of HCNs and TCNs

In theory, all expatriates should be provided with adequate

predeparture training prior to their dispatch on an

international assignment

but

In practice, organizations often accord priority to training

their PCNS, while (comparatively) neglecting the training

needs of their HCNs and TCNs


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June 11, 2008 16

Training of HCNs: Some Considerations

Often, organizations localize the training of their HCNs

In some instances, notable where skills and work practices

are considered strategically important, HCNs may be trained

in other subsidiaries in programs which are designed and

implemented by the organizations headquarters (Nissan

and Honda example)

Training has the inherent danger, that trained employees

may be wooed away from an organization by competitors

with the promise of higher salaries and better opportunities


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June 11, 2008 17

Training of HCNs: Some Considerations

There are several good reasons for transferring HCNs to the

organizations headquarters or home-subsidiary units:

Providing technical and managerial competency training (Pepsi

example)

Building a sense of corporate identity (Ericsson example)

Personal networking

Transfer of particular skills (Ford Australia example)

Note: HCNs must have good command of the corporate languagein

order to participate in the training programs!


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June 11, 2008 18

International Staff and Teams

Developing truly international teams with the corresponding

level of experience involves providing the requisite training

not only to PCNs, but also to non-PCNS (HCNs, TCNs)

Several techniques are used to develop international teams,

including international job rotation and common attendance

at training training programs, international meetings and

networking amongst managers


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June 11, 2008 19

Individual Career Development

Predeparture

Training

1 Recruitment

& Selection

Parent Repatriation

International

Assignment

5 Reassign-

ment

2 - Deselect

3 Premature

Return

4 Exit

Organization

3304166 International HRM and TraininggDevelopment

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