1. Training & Development

2. T&D: An Introduction Human Resource refers to accumulated stock of KSA that individuals possess, which the firm has built overtime into an identifiable expertise T&D is a way MNC build its stock of HR MNCs have build their own schools and universities which are used as inhouse training centres eg. Motorola,McDonalds,Disney Universities, Ericsson Management Institute

3. T&D: An Introduction International assignments are important T&D tool Expats. streamline PCN & HCN work processes and therefore are perceived as trainers (ethnocentric approach) The expats from PCN also groom their replacements from amongst HCN Used as job rotation for gaining broader perspective

4. Scenario of T&D Seen as critical for success of expat. Esp. if destination is considered as culturally tough Studies in this field limited Reflects the reluctance of the US companies to provide such training Reason given: cultural trg. not effective Work in this field began with Tung’s study (1982) Her results showed that US Cos.used expat. trg. less frequently (32%) compared to European (69%) and Japanese (57%)

5. Scenario of T&D contd.. Change in attitude in recent times 2002 survey (GMAC,US National Foreign Trade Council & SHRM)64% of US companies provided atleast one days training of which 76% considered attendence to be optional Recent times training to spouse and family now also being recognised as important (GMAC 2002 survey)

6. Components of Effective Pre-Departure Training Program 1.Cultural Awareness Program Employee must adapt to and not feel isolated from the host country Effective trg. prog. must seek to foster an appreciation of the host country culture so that expats behave accordingly or developing appropriate coping patterns Trg prog vary according to the country of assignment, duration, purpose of transfer and the provider of such programs

7. 1.Cultural Awareness Program contd.. Acc. To Tung five categories of trg. based on different learning processes, type of job, country of assignment and the time table. These were: Environmental briefing and cultural orientation Culture assimilators Lang trg. Sensitivity trg. Field experiences

8. 1.Cultural Awareness Program contd.. Tung proposed a contingency frame work for deciding the nature and level of rigor of trg. The two determining factors were: (a) the degree of interaction required in the host culture and (b) the degree of similarity between the host culture and the new culture If a is low & b is high trg should focus on task and job related issues and the level of rigor necessary for effectiveness is low If a is high & b is low trg. Should focus on cross cultural skill development in addition to the new task. The level of rigor should be moderate to high

9. 1.Cultural Awareness Program contd.. In 1997 Tung revised her earlier work and reported following additions Trg. should be oriented to life long learning than one shot programs with an area specific focus Emphasis on foreign lang. trg. More emphasis on levels of communication competence so that person becomes bicultural and bilingual Cross cultural trg. assists in managing diversity

10. 1.Cultural Awareness Program contd.. Mendalhall,Dunbar and Oddou revised Tungs model They proposed three dimensions: training methods, level of trg. rigor and duration of trg. relative to degree of interaction and culture novelty

11. Length of StayLength of trainingLevel of rigorCross cultural Training Approach One month or lessLess than a weekLowInformation giving app. Area briefing Cultural briefing Films/books/videos Use of interpreters ‘survival level’ language training 2-12 months1-4 weeksModerateAffective Approach culture assimilator trg. Role playing Critical incidents Cases Stress reduction trg. Moderate lang. trg. 1-3 yrs.1-2 months +HighImmersion Approach Assessment center Field expts. Simulations Sensitivity trg. Extensive lang. trg.

12. Components of Effective Pre-Departure Training Program: 2. Preliminary Visits Means sending them on preliminary trip to host country to allow them to assess the suitability and interest in the assignment Provides more informed predeparture trg. programs Also assists in initial adjustment process Average length one week Not done if the country known or is perceived as culturally close More practiced by Koreans, Japanese,Singaporeans than US Problem with the method is whether it is a part of selection decision or predeparture trg.

13. Components of Effective Pre-Departure Training Program: 3. Language Training Role of English Lang. of world business MNCs of UK, USA, Australia use this excuse for not giving additional trg. In lang. of host country Disadv. of not knowing host country lang. (speaker controls what is communicated and understood, responses are reactive than proactive) Cannot monitor competitors and process important information Cannot detect theft of technology in an international joint venture Reflects a degree of ethnocentrism

14. Components of Effective Pre-Departure Training Program: 3. Language Training contd.. Host country lang. skills and adjustment Can improve expatriate’s effectiveness and negotiating ability Better cultural adjustment Knowledge of Corporate Language Facilitates reporting Expats. can become lang nodes

15. Components of Effective Pre-Departure Training Program: 4. TCN & HCN Trg. Generally ignored An ethnocentric approach Nokia: inpatriate and expatriate eg of the need for trg. to all working on international assignments

16. Trg. to Non traditional Expatriate Assignments Receive little or no preparation as predeparture trg.primarily due to shortage of time Now CD based or web based trg. Is being provided but the % of companies doing this is small

17. Effectiveness of Predeparture Training. According to GMAC-GRS survey predeparture trg. does lead to higher job satisfaction Trg. of spouses also effective Preliminary visits to be encouraged Individual differences found as to the amount of effectiveness of trg.

18. Developing staff through International Assignments Management development: Individuals gain international exposure which assists in career progression, while MNCs gains through having a pool of experienced international operators to bank upon Organization development: International assignments is a way of accumulating a stock of KSAs for future use. Brings a global mindset Assists in transfer of competence between PCN and HCN