Chapter 6Chapter ObjectivesChapter Objectives (cont.)Training and DevelopmentInternational Assignments as a Training and Development ToolSlide 6Pre-departure Training ProgramsSlide 8Components of Effective Pre-departure TrainingSlide 10Slide 11Language TrainingSlide 13Slide 14Practical AssistanceSlide 16Effectiveness of Pre-departure TrainingDeveloping Staff through International AssignmentsSlide 19Slide 20How international teams benefit the multinationalCross-cultural TrainingTrends in internationals training and developmentChapter SummaryChapter Summary (cont.)Slide 26Slide 27IBUS 618, Dr. Yang 1Chapter 6International Training and DevelopmentIBUS 618, Dr. Yang 2Chapter ObjectivesDefine and contrast between training and developmentExplore 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. Examine the role of training in preparing and supporting personnel on international assignments. We examine the following issues:Define and contrast between training and developmentExplore 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. Examine the role of training in preparing and supporting personnel on international assignments. We examine the following issues:IBUS 618, Dr. Yang 3Chapter Objectives (con t.)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Effectiveness of pre-departure trainingDevelopmental aspect of international assignments and its relation to international career pathsTraining and developing international management teamsTrends in international training and development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Effectiveness of pre-departure trainingDevelopmental aspect of international assignments and its relation to international career pathsTraining and developing international management teamsTrends in international training and developmentIBUS 618, Dr. Yang 4Training and DevelopmentTraining aims to improve employees’ current work skills and behaviorTraining aims to improve employees’ current work skills and behaviorDevelopment aims to increase abilities in relation to some future positions or jobs.Development aims to increase abilities in relation to some future positions or jobs.IBUS 618, Dr. Yang 5International Assignments as a Training and Development ToolExpatriates are trainersExpatriates show how systems and procedures work, ensure adoption, and monitor performance of HCNsInternational assignments are a form of job rotation to gain a broader perspective – management development, and to assist in developing a pool of capable global operators.IBUS 618, Dr. Yang 6International training and developmentFigure6-1IBUS 618, Dr. Yang 7Pre-departure Training ProgramsU.S. MNCs were found reluctant to provide pre-departure trainingU.S. firms 32%European firms 69%Japan 57% Primary reason:Top managers saw it as not necessary or effectiveNo timeU.S. MNCs were found reluctant to provide pre-departure trainingU.S. firms 32%European firms 69%Japan 57% Primary reason:Top managers saw it as not necessary or effectiveNo timeGMA-GRS 2002 International Survey :64% firms provided at least a 1-day training76% made it optional Most firms include family:Whole family 33%Spouse 29%Employee only 2%None 36% GMA-GRS 2002 International Survey :64% firms provided at least a 1-day training76% made it optional Most firms include family:Whole family 33%Spouse 29%Employee only 2%None 36%IBUS 618, Dr. Yang 8Table6-1Availability of cross-cultural training in MNEsIBUS 618, Dr. Yang 9Components of Effective Pre-departure TrainingCultural awareness programsPreliminary visitsLanguage trainingPractical assistanceTraining for the training roleTCN and HCN expatriate trainingNon-traditional assignments and trainingIBUS 618, Dr. Yang 10The Mendenhall, Dunbar and Oddou cross-cultural training modelFigure6-2IBUS 618, Dr. Yang 11Cultural awareness training and assignment performanceFigure6-3IBUS 618, Dr. Yang 12Language TrainingThe role of English as the language of world businessHost country-language skills and adjustmentKnowledge of the corporate languageIBUS 618, Dr. Yang 13The Impact of Language on PowerIBUS 618, Dr. Yang 14Shadow Structure Based on LanguageIBUS 618, Dr. Yang 15Practical 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 to the host locationIBUS 618, Dr. Yang 16Table6-2Perceived value of cross-cultural preparation of expatriatesIBUS 618, Dr. Yang 17Effectiveness 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Integrated cross-cultural training exhibited cultural proficiency earlier and appeared to have greater job satisfaction than those with lesser training.IBUS 618, Dr. Yang 18Developing Staff through International AssignmentsManagement DevelopmentIndividuals gain international experience which assists career progressionMultinationals gain through having a pool of experienced operators on which to draw for future international assignmentsIBUS 618, Dr. Yang 19Developing Staff through International AssignmentsOrganizational DevelopmentAccumulating a stock of knowledge, skills and abilitiesDeveloping a global