THE NEED FOR EXPATRIATE TRAINING AND PREPARATION An analysis for the needs of expatriate training analysis has

attracted considerable attention in the international literature of expatriate failure. Expatriate failure is always regarded as a result of lack of adequate training for expatriates and their spouses. Reviewing of the literature led the authors of this article to propose that training methods and MNC's support "both have an impact on the process of training and learning acquisition. Training aims to improve current work skills and behavior, whereas development aims to increase abilities in relation to some future position or job, usually a managerial one. Training can involve the changing of skills, knowledge, attitudes, or behavior. Also, training may mean changing what employees know, how they work, their attitudes toward work, or their interaction with their co-workers or supervisor. An emphasize is put on the importance of training and educating for expatriate managers in preparation for MNCs to minimize culture shock and maximize the manager's effectiveness and efficiency while working in a different culture.In her area of concentration, Scholes also provided a brief overview of the current practices of MNCs based in South Korean culture and suggested for further improvement in cross culture training and education for MNCs to become effective and productive in the global market. In fact, training characteristics (methods) and MNCs characteristics (management support) impact on the process of training and learning acquisition.

Training should be considered as a life-long endeavor to learn about other cultures due to the increasing use of expatriate assignments by MNCs. A successful expatriate manager must be sensitive to the host country's cultural norms. Also, this expatriate must be flexible enough to adapt to those cultural norms, and strong enough to make it through the inevitable culture shock. In addition, the expatriate manager's family must be familiarly capable of adapting to the new culture. To adapt to this new culture, MNCs will have to invest more heavily in international training programs . The key to successfully competing in the globalization business may be staffing by key expatriate positions that has accomplished leadership. These expatriate managers must have technical competence in the area of operation; otherwise, they will be unable to earn the respect to subordinates. Technical competence has been almost the sole variable used in deciding whom to send on overseas assignments, despite the fact that multiple skills are necessary for successful performance in international assignments . In fact, expatriate failure is seldom a result of a lack of technical skills. Greater technical sophistication of the MNC allows for less reliance on language and culturally based norms that make international assignments difficult .In fact, the expatriate's material life dissatisfaction is strongly associated with turnover tendencies . With an appreciation of the role of culture in organizations comes a better understanding of management and organizational behavior around the world.

Leading & Managing People - Expatriate Multinational firms throughout the world are increasingly concerned about hiring, developing and retaining managers with international experience and global perspectives quoted by Briscoe and Schuler in 2004. The extraction will be from the most recent newspaper, journal and articles relating to the following topics in human resource management. 1) Expatriate Failure and the Selection policy 2) Training and development for cross-cultural 3) Performance appraisal for expatriate The expatriation was subjugated by professionals sent by their employers to foreign subsidiaries or headquarters.

Why Do International Companies Use Expatriate Managers?

Long before the globalisation, the internet and advanced telecommunications many companies with an international orientation have applied expatriate managers - some even since the early days of international trade. The theme for this essay is critically to evaluate the reasons why

international companies continue to use expatriate managers even though it is a very expensive option. The term expatriate originates from the Latin words ex patria (out of fatherland) and refers to an employee from one country that temporarily works and resides in another. Expatriates may either be send out for assignments from the parent company as parent-country nationals (PCNs), send in as an inpatriate to the parent company from the host country subsidiary as host-country nationals (HCNs) or send from one to another third country subsidiary as third-country nationals (TCNs). Referring to the resource-based school, emphasizing the importance of organizationspecific resources, the HRM strategy of using expatriate managers is an inside out strategy based on the human capital and capabilities of expatriate managers in acquiring a competitive edge by levering company core competences in new markets. An expatriate is typically an employee with a management and/or a technical key competence, or a younger employee with a high potential. Expatriate Management Many companies deal with expatriate executives/personnel in a variety of ways. In determining an expatriate there is no right or wrong way. The difference is determined by how the company is trying to meet their goals. The selection process for an expatriate varies significantly from one company to another. When a company has entered the international/global market, it is vital for that company to decide upon which method to use for determining their expatriate executive/personnel. The two methods available are outsourcing and promoting internally. This paper will focus upon promoting internally. Both outsourcing and promoting internally have their advantages and disadvantages. When trying to decide between outsourcing or promoting internally the company should consider these questions: 1. Have you looked at the cost of administering this function in house versus outsourcing? 2. Have you done some preliminary recruiting to see if experienced.HR staff with expatriate experience are available? What are the going salaries for these professionals? 3. Will performing the daily administrative details of the expatriate function consume an inordinate amount of time, even if you have experienced staff?

4. Do fluctuations in the companys expatriate population make it difficult to maintain appropriate levels of HR staff assigned to get employees overseas, maintain them, and bring them home?

5. Have you identified the specific expatriate activities you would want to outsource and which ones you might effectively maintain in-house? 6. Have you discussed the pros and cons of outsourcing these services with other HR professionals or COs who are doing it now in order to get a better understanding of the issues?

Expatriates-To Have Or Not To Have? This is about expatriates and their pros and cons. It also is an attempt to ascertain whether MNCs really have the need for them. We start with the definition of expatriates and why they are needed. Furthermore, we have described as to why MNCs use expatriates for their international assignments in spite of the exorbitant costs involved. The advantages and disadvantages of expatriation and repatriation in todays global world have also been pinpointed. We have also discussed whether MNCs should continue using expatriates in their international assignments. In todays global world, most big companies have their offices or business in many different countries. This results in more and more foreign assignments for the workforce and new challenges. Thus, there is a need for expatriation. International Human Resource Management (IHRM) has gained utmost importance in recent years due to the hiring of a multi-cultural staff. Domestic HRM wouldnt be effective because expatriation involves different cultures and procedures altogether. MNCs have resorted to expatriates and have realised their importance in organisations. But, there are two sides to a coin. MNCs also have to deal with the problems that come along with the advantages.

Developing successful expatriate managers: a framework for the structural design and strategic alignment of cross-cultural train

International 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 a form of job rotation management development

MethodsTrainingManagementMethodsMultinational corporations TrainingManagement training ManagementCross cultural training Methods Research and experience indicate that expatriate adjustment and performance efficiency in multinational corporations (MNCs) can be improved significantly by cross-cultural training (CCT). The use of CCT in the corporate setting is very limited, however, primarily because such training is considered unnecessary or ineffective by most top management. Furthermore, the literature on CCT does not provide a framework for developing a comprehensive CCT program. The purpose of this article, therefore, is to provide a practical framework prescribing the structure, sequence, and content of CCT programs as well as to offer broad guidelines for aligning these programs with cross-border corporate and staffing strategies. Through the sequential process described, expatriate managers and their families can enhance their crosscultural aptitude and awareness, gain substantive knowledge, and develop appropriate skills for functioning effectively in other cultures. Furthermore, MNCs can maximize returns from their human resources by implementing such CCT programs in accordance with strategic plans. Recently, a Fortune 500 company in the food and apparel industry began expansion into the European market for the first time. In anticipation of relocating many of its American employees to the European site, it sought advice on possible cross-cultural training programs or procedures for preparing these prospective expatriates for their new assignment. Similar to many multinational corporations, top management had very limited awareness of how beneficial CCT could be, what it should entail, how it should be applied, or who should be included. As a result of that inquiry, the following background information and program framework was developed in order to provide a better understanding of the key aspects of CCT.

Expats in India y y y y y y Market leaders like Nokia, LG, Suzuki, IBM and Samsung have seen the number of expats in their Indian subsidiaries swell. Nokia has nearly 100 Finns at key positions in India. Samsung has 25 Koreans LG has 30 Koreans Maruti has 15 Japanese Huawie has approx.125 Chinese working at their offices in India.

Recent trends in International staffing Work Force Diversity y y y y Diversity is a key metric on which organizations measure themselves. Diversity implies a workforce mix with fair representation of gender, ethnicities and races Organizations have diversity policies that drive focused hiring to ensure the desired workforce blend Diversity costs money, cash cost, opportunity cost and a heightened exposure to business risk, however organizations remain committed to it year after year

Off shoring y y Outsourcing of non-core standardized services is the new facet of globalization The spurt in hiring to staff these new-order companies in the emerging and the developing countries has hugely contributed to the revenue and growth of these countries On the other hand the outsourcing country, usually in the developed economies, stands to loose jobs to low cost and high skills countries making it outplacement and retrenchment a core activity

Background Checks y y Background checks are carried out to verify personal, professional and other mandated information related to safe employment of candidates Priced by quantum/scope of the personal and professional level of check that is being carried out, it is a core responsibility of the staffing team to ensure that the employee being on-boarded is cleared from all sides

Recruiting sources y y Increasing demand for resources has driven widespread innovation in sourcing Job portals and employee referrals are among the newer and more common sources

Focus on hiring at entry level and then grooming employees for growth is a also gaining popularity as another high retention sourcing strategy

Dual Career Couples y y y y y y Managing dual career couples Find a job for the trailing spouse Commute/remote assignments Sabbaticals Intra-company employment On assignment career support

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 value