Use with International Human Resource Management ISBN X Published by Thomson Learning © Peter Dowling and Denice Welch 5/1 Chapter 5 Training and development

Use with International Human Resource Management ISBN X Published by Thomson Learning © Peter Dowling and Denice Welch 5/2 Chapter objectives Expat Training aims to improve employees’ current work skills and behavior, whereas Expat development aims to increase abilities in relation to some future position or job. In this chapter, we examine how the international assignment is a vehicle for both training and development, as reflected in the reasons why international assignments continue to play a strategic role in international business operations.

Use with International Human Resource Management ISBN X Published by Thomson Learning © Peter Dowling and Denice Welch 5/3 Chapter objectives The role of training in supporting expatriate adjustment and on-assignment performance. Components of effective pre-departure training programs such as cultural awareness, preliminary visits and language skills. Relocation assistance and training for trainers are also addressed. The effectiveness of pre-departure training. The developmental aspect of international assignments and its relation to international career paths. Training and developing international management teams.

Use with International Human Resource Management ISBN X Published by Thomson Learning © Peter Dowling and Denice Welch 5/4 Chapter objectives (cont.) Reflecting the general literature on this topic, the focus of the chapter is on the traditional, expatriate assignment. Long term 3-5 years. However, where possible, we will draw out training and development aspects relating to short-term assignments, non- standard assignments and international business travelers.

Use with International Human Resource Management ISBN X Published by Thomson Learning © Peter Dowling and Denice Welch 5/5 International assignments as a training and development tool (Mid-Term SLOs) Expatriates help train and develop HCNs; train their replacements p118 Expatriates show how Corporate systems and procedures work, ensure adoption p118 and monitor performance of HCNs International assignments a form of job rotation – management development p118

Use with International Human Resource Management ISBN X Published by Thomson Learning © Peter Dowling and Denice Welch 5/6 In-House Pre-Departure Company “Universities” U.S. MNCs surveyed reported in % an in- house pre-departure training in place conducted by HR. 1980, 32%; %; % p119 But in 2002 U.S. MNCs surveyed 77% (n = 181) reported an in-house pre-departure training in place conducted by HR. Motorola, McDonald’s, Disney for example

Use with International Human Resource Management ISBN X Published by Thomson Learning © Peter Dowling and Denice Welch 5/7 Spouse Pre-Departure Training 2002 Survey Entire family (expat, spouse and kids)33% Expat & spouse 29% Expat only p120

Use with International Human Resource Management ISBN X Published by Thomson Learning © Peter Dowling and Denice Welch 5/8 Figure 5-1: International training and development

Use with International Human Resource Management ISBN X Published by Thomson Learning © Peter Dowling and Denice Welch 5/9 Components of effective pre-departure training (Mid-Term SLOs) Cultural awareness programs-p120 Preliminary visits-p123 Language training-p124 Practical assistance-p127 Training for the training role-p127 TCN and HCN expatriate training-p127 Non-traditional assignments and training-p128

Use with International Human Resource Management ISBN X Published by Thomson Learning © Peter Dowling and Denice Welch 5/10 Figure 5-2: The Mendenhall, Dunbar and Oddou cross-cultural training model

Use with International Human Resource Management ISBN X Published by Thomson Learning © Peter Dowling and Denice Welch 5/11 Figure 5-3: Cultural awareness training and assignment performance

Use with International Human Resource Management ISBN X Published by Thomson Learning © Peter Dowling and Denice Welch 5/12 Language training The role of English as the language of world business Host country-language skills and adjustment Knowledge of the corporate language

Use with International Human Resource Management ISBN X Published by Thomson Learning © Peter Dowling and Denice Welch 5/13 Figure 5-4: The impact of language and power

Use with International Human Resource Management ISBN X Published by Thomson Learning © Peter Dowling and Denice Welch 5/14 Practical assistance Information that assists relocation Assistance in finding suitable accommodation and schooling Further language training Makes an important contribution to adaptation of expatriate and accompanying family members (spouse and children) to the host location

Use with International Human Resource Management ISBN X Published by Thomson Learning © Peter Dowling and Denice Welch 5/15 Effectiveness of pre-departure training Limited data on how effective such training is and what components are considered most essential: –Use of mixture of methods makes evaluation of which method is most effective difficult to isolate –Large diversity of cultures involved –What works for one may not work for another –Complex jobs in multiple cultural contexts

Use with International Human Resource Management ISBN X Published by Thomson Learning © Peter Dowling and Denice Welch 5/16 Developing staff through international assignments Management development –Individuals gain international experience which assists career progression –Multinational gains through having a pool of experienced operators on which to draw Organizational development –Stock of knowledge, skills and abilities –Global mindset –Expatriates as agents of direct control and socialization

Use with International Human Resource Management ISBN X Published by Thomson Learning © Peter Dowling and Denice Welch 5/17 Figure 5-5: Expatriate career decision points

Use with International Human Resource Management ISBN X Published by Thomson Learning © Peter Dowling and Denice Welch 5/18 How international teams benefit the multinational Fosters innovation, organizational learning and transfer of knowledge Assists breaking down of functional and national boundaries Encourages diverse inputs Assists in developing broader perspectives Develops shared values

Use with International Human Resource Management ISBN X Published by Thomson Learning © Peter Dowling and Denice Welch 5/19 Figure 5-6: Developing international teams through international assignments

Use with International Human Resource Management ISBN X Published by Thomson Learning © Peter Dowling and Denice Welch 5/20 Chapter summary The role of expatriate training in supporting adjustment and on- assignment performance. The components of effective pre-departure training programs such as cultural awareness, preliminary visits, language skills, relocation assistance and training for trainers. (cont.) This chapter has concentrated on the issues relating to training and developing expatriates for international assignments. In the process, we have discussed:

Use with International Human Resource Management ISBN X Published by Thomson Learning © Peter Dowling and Denice Welch 5/21 Chapter summary (cont.) How cultural awareness training appears to assist in adjustment and performance and therefore should be made available to all categories of staff selected for overseas postings, regardless of duration and location. The need for language training for the host country and in the relevant corporate language. The impact that an international assignment may have on an individual’s career. (cont.)

Use with International Human Resource Management ISBN X Published by Thomson Learning © Peter Dowling and Denice Welch 5/22 Chapter summary (cont.) The international assignment as an important way of training international operators and developing the international ‘cadre’. In this sense, an international assignment is both training (gaining international experience and competence) and managerial and organizational development. How international assignments are connected to the creation of international teams.