1. International Training and Development
Chapter Five
International Training and Development

2. Chapter Learning Objectives
After reading this chapter, you should be able to:
discuss the importance of the role of training in supporting expatriate adjustment and on-assignment performance
identify the components of effective pre-departure training programs such as cultural awareness, preliminary visits and language skills, along with relocation assistance and training for trainers
explain the effectiveness of pre-departure training

3. Chapter Learning Objectives
define the developmental aspect of international assignments
describe the process of training and developing international management teams
identify trends in international training and development

4. Chapter Vignette Are You Ready?
Expatriates require pre-departure training to deal with
cultural adjustment
foreign language
and support including:
preliminary visits
relocation assistance
training for trainers

5. Terms language training international English cultural awareness
corporate language
cultural awareness
pre-departure training
preliminary visits
training
development
international business travelers
international ‘cadre’

6. HR Core Competence and Source of Competitive Advantage
Human resource
accumulated stock of knowledge, skills, and abilities that the individuals possess, which the firm has built up over time into an identifiable expertise.
Training and development
way in which the multinational builds its stock of human resources – its human capital.

7. Training
process aimed at improving employees’ current work skills and behaviour

8. Development
process aimed at increasing employees abilities in relation to some future position or job

9. International Assignments Provide T&D
T & D plays a strategic role in international business operations

10. International Assignments Provide T&D
Expatriates
are trainers through transfer of knowledge
ensure that systems and processes are adopted
gain management capabilities

11. International Training and Development (Figure 6-1)

12. Role of Expatriate Training
Intercultural Training
objective is to help people cope with unexpected events in a new culture
remains the most common form of pre-departure training

13. Availability of Cross-Cultural Training in MNEs (Table 6-1)

14. Components of Effective Pre-Departure Training Programs
cultural awareness
preliminary visits
language skills
relocation assistance
training for trainers

15. Cultural Awareness Programs
Expatriates learn to
adapt to and not feel isolated from the host country
appropriate behaviours and coping patterns
understand the host‑country value and belief system

16. Cultural Awareness Programs
Components of cultural awareness programs vary according to
country of assignment
duration
purpose of the transfer
provider

17. Tung-Cultural Awareness Programs
Based on
different learning processes
type of job
country of assignment
time available

18. Tung-Cultural Awareness Programs
Area studies programs that include
environmental briefing
cultural orientation
culture assimilators
language training
sensitivity training
field experiences

19. Tung-Cultural Awareness Programs
if the expected interaction and dissimilarity between the individual and the host culture is low, then training should be task‑ and job‑related and rigor low.

20. Tung-Cultural Awareness Programs
if the expected interaction and dissimilarity between the individual and host culture was high, then training should focus on cross‑cultural skill development as well as on the new task and rigor high.

21. Tung-Cultural Awareness Programs
Training should have more emphasis on
life-long learning not ‘one-shot’ programs with an area-specific focus
foreign language training
levels of communication competence, not just verbal

22. Tung-Cultural Awareness Programs
cross-cultural training assists in managing diversity
the preview of the expatriate position should be realistic, as this facilitates effective performance

23. The Mendenhall, Dunbar and Oddou Cross-cultural Training Model (Figure 6-2)

24. Black and Mendenhall -Cultural Awareness Programs
Three aspects of social learning theory
attention, retention, reproduction
influenced by individual differences in expectations and motivation, and the incentives to apply learned behaviors

25. Black and Mendenhall -Cultural Awareness Programs
recognizes that the expatriate’s willingness and ability to act upon that training in the new environment is crucial to effective performance

26. Cultural Awareness Programs
monitoring and feedback are important components of individual skill development, adjustment and performance

27. Cultural Awareness Training and Assignment Performance (Figure 6-3)

28. Preliminary Visits
Well‑planned trip to the host country for the candidate and spouse allows them to
assess their suitability for and interest in the assignment
be introduced to the business context
be encouraged to do more pre-departure preparation
begin to adjust to the host location

29. Language Training Not given a high priority
English is the language of world business
ability to speak the host country’s language improves the expatriates effectiveness and negotiating ability
able to speak the corporate language can give expatriates added power in the subsidiary

30. Language Training There should be more emphasis on
the provision of foreign language training
the levels of communication competence, not just verbal, so the person becomes bicultural and bilingual.

31. Practical Assistance
Family adjustment support and relocation services can include
housing issues
household goods movement
destination services
settling in assistance
yearly home visits
eldercare assistance
taxation policy

32. Practical Assistance visas and work permits relocation allowance
compensation and benefits
education assistance for families
health and medical insurance and issues
spousal employment and career assistance
hardship allowances

33. Practical Assistance automobile allowances
family preliminary visits and orientation
factual knowledge about the other country and travelling abroad
adjustment and adaptation to the foreign country host countries value and belief systems
safety, human rights and other required code of conducts

34. Training for The Training Role
Ability to transfer knowledge and skills in a culturally sensitive manner
utilize knowledge transfer process of repatriates
train expatriates on code of conduct
train HCN and TCNs

35. Perceived Value of Cross-Cultural Preparation of Expatriates (Table 6-2)

36. Developing Staff Through International Assignments
Outcomes
management development
organizational development

37. Developing Staff Through International Assignments
important mechanism for MNEs to develop international expertise, cadre and a global mindset through management and organizational development

38. Developing Staff Through International Assignments
ensures global competitiveness through the development of a globally-oriented and experienced management cadre

39. Management Development
individual career progression
pool of experienced international managers for future international assignments

40. Organizational Development
a stock of knowledge, skills and abilities for future growth
global mindset
expatriates agents of control, socialization, knowledge transfer

41. Developing International Teams Through International Assignments (Figure 6-4)

42. MNEs Benefit from Using International Teams
A mechanism for
fostering innovation, organizational learning and knowledge transfer
enhancing horizontal communication
encouraging diverse inputs into decisions
developing a global perspective
developing shared values and control through socialization

43. Discussion Questions
What are some of the challenges faced in training expatriate managers?
How does an international assignment assist in developing a ‘cadre’ of international operators? Why is it necessary to have such a ‘cadre’?
Why do some MNEs appear reluctant to provide basic pre-departure training?

44. Case: An International Career Move
1. What are the different personal and professional aspects John needs to consider before making a decision?
2. Evaluate the training provided by John’s company. What kind of additional training would you offer to John (if any)?
3. If John decides to accept the international assignment with DFB and take his wife and kids with him what type of additional training should DFB offer to him?