1. International Training & Development by Muhammad Iqbal Malik

2. 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

3. The T&D Context

4. T&D Process

5. The International Context  Multinational and multicultural factors  Geographical barriers  Language & communication barriers  Geopolitical considerations  Intergovernmental & international organizations/agencies involvement

6. The International Context  International and diverse workforce  Continuous staff relocation & rotation  Heterogeneous systems, infrastructure and communication channels  Global cutthroat competition  Highly complex business environment

7. Corporate Headquarter Activities

8. International Subsidiary Activities

9. Byproduct of Headquarter Training  T&D activities often result in building relationships and understanding among different individuals, groups and functions of the corporation

10. Components of Cultural Training: Mendenhall, Dunbar Oddou Model

11. 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

12. 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

13. 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

14. 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

15. Cultural Training Scenarios

16. Mendenhall, Dunbar Oddou Model: Drawbacks  Focus on cultural aspect only  No suggestion on integration of new task of individual with new culture

17. Cultural Awareness Training and Assignment Performance

18. 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.”

19. 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

20. Headquarter training of HCNs  Involves technology, operations, standards, systems and procedures  Corporate vision, culture and norms  Development of informal relationships and networks

21. 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

22. 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

23. Expatriate Career Decision Points