z

Training and Development

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What is Training

Training aims to improve employees’ current work skills and

behavior

What is Development

Development aims to increase abilities in relation to some future

position or job
 Key People who need to be trained
z

▪ Expatriate

▪ Spouse

▪ Children
Process of International Training and Development
z
z
Expatriate
z
Training

An expatriate's success depends on how fast they can

absorb into the Host Country:

▪ On ascertaining the cultural awareness

▪ On ascertaining the “FIT” for the Host country’s culture

(How similar / dissimilar is the culture of the Expats in
comparison to the culture of the Host Country)
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Cross Diversity
culture training
Types on training
Expatiate
training
Language Practical
training Assistance
 Cross-Cultural Training (CCT)
z
It is generally accepted that to be effective, the expatriate employee must adapt to and not feel isolated in the host
country’s cultural, economic, legal and political environment. Without an understanding of the host country’s culture,
the expatriate is likely to face difficulties during the international assignment.

Therefore, cultural awareness training remains the most common form of pre-departure. The training should help
expatriates to:

▪ Become aware that behaviours differ across cultures and the importance of observing these cultural differences
carefully.

▪ Build cognitive cultural maps so that expatriates understand why the people of host country value certain
behaviours, how these appear to be and how these can be appropriately reproduced.

▪ Practice the behaviours they will need to follow in order to be efficient in their international assignments.
z
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Preliminary Visit: Spousal

and Family Preparation

Another training form that is useful in orienting international employees is to send them on a preliminary trip
to the host country. A well-planned trip overseas for the candidate, spouse, and family provides a preview
that allows them to assess their suitability for and interest in the assignment.

The expatriate is introduced to introduce to the business context in the host location and helps encourage
more informed pre-departure preparation.

Participating in the visit before formalised training eliminates many of the basic logistical questions that
frequently stress expatriates and their spouses and all for full focus and concentration in Cross-Cultural
Training (CCT) learning
 Language training
z

▪ English Language
Training

▪ Host Country Language

skills and adjustments

▪ Knowledge of
Corporate Language
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Diversity Training

▪ Diversity Training is gaining the most utmost importance in a globalized era

▪ The Training is provided in order to change the behavior of managers in terms of

rasicm, sexism and to be aware of the Legal requirement and Opportunities for
employees
 Practical assistance includes all manner of support both
before and during an assignment.
z

Pre-departure practical support can include:

• Preparing official papers/visas, shipping

• Assignee’s goods to the host country
• Shipping additional baggage by air
• Interim accommodation in the home and host country
• Additional moving allowances to help cover incidental and out-of-pocket
Practical expenses otherwise not reimbursed or covered in the policy (e.g.,
connection and installation of appliances and utilities)
Assistance
On-assignment practical support can include:

• On-going language Training

• Administrative support in filling in tax and official administration forms
• Assistance in opening a bank account
• Finding and negotiating a housing lease.
• Practical support to help expatriates socially integrate:
• Introducing assignees to other expatriates living in the host location
• Providing membership to a sport/fitness club,
• Membership to a private/social club.
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Security Briefing

A
As expatriates increasingly relocate to
relatively locations where personal safety may be a
new type concern, and therefore presents increased
of pre- and unfamiliar threats to their health, safety
departure and security. Risks and threats to expatriates
training is range from hostile political environments
security (terrorism, kidnapping, hijacking, coup, war),
briefings. natural disasters, exposure to disease
This has (pandemics), travel accidents and other
become common travel problems (scheduling delays,
necessary passport problems
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Why is Expatriate
Training
Important

▪ Understand how their new culture factors

into both their social and business
relationships.

▪ Acquire essential information about the

host country.

▪ Nurture the skills needed to adjust to their

new living and working environment.
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Management development - Individuals gain

international experience, which assists in career
progression, while the multinational gains through having
a pool of experienced international operators on which to
draw for future international assignments.

Organizational development - International assignments

also provide a MNE with a way of accumulating a stock
of knowledge, skills and abilities upon which it can base
its future growth. A global mindset is an important side
benefit, as key personnel take a broader view.
 Area or cultural briefings
z Lectures, movies, or books
Use of interpreters
“survival-level’ language training
Role-playing
Critical incidents
Methods of Culture assimilator training

Expatriate Case studies

Stress reduction training
Training Moderate language training
Assessment center.
Field experiences
Simulations
Sensitivity training
Intercultural web-based workshop
Extensive language training
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Questions to ask a
CTC Training
Provider
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TCN and HCN Expatriate Training

▪ Pre-departure training should also be provided for employees on

short-term assignments, on non-standard assignments such as
commuting, and to international business travelers.
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International Teams
International teams can be formed from those who have had international experience, though the
international assignment itself may be an assignment to an international team, or to form an
international team

▪ A mechanism for fostering innovation, organizational learning and the transfer of knowledge.

▪ A means of breaking down functional and national boundaries, enhancing horizontal

communication and information flows.

▪ A method for encouraging diverse inputs into decisions, problem solving and strategic
assessments.

▪ An opportunity for developing a global perspective.

▪ A technique for developing shared values, thus assisting in the use of informal, normative
control through socialization
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Re-entry / Repatriation

The activity of bringing the

expatriate back to the home
country. While it is now more
widely recognized by managers
and academics that repatriation
needs careful managing,
attention to this aspect of
international assignments is
mostly overlooked.
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Re-entry / Repatriation
z

William Jones is moved from his home base in the US parent

operations to Japan for two years. He then spends four years in
China, followed by one year in headquarters in the USA before
moving on to another position in the British operations. That
one-year period spent at headquarters is not treated as re-
entry back into the home-country operations

Mary Smith has spent three years working in China and is

repatriated back to the USA into a defined position at
headquarters
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 Re-entry and repatriation problems
z
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Career anxiety
▪ No post-assignment guarantee of employment

▪ A fear that the period overseas has caused a loss of

visibility and isolation –the amount of contact that the person
has had with the home organization, (2) the seniority of the
position and (3) whether the expatriate knows in advance what
re-entry position they will takeup when they return to their home
country.

▪ Lack of information may increase the level of anxiety, leaving

the person with a decided impression that the firm has not
planned adequately, or that a mediocre or makeshift job awaits.
z
▪ Changes in the home workplace. informal communication from
home-based colleagues about organizational changes.

major restructuring, the aftermath of a merger or acquisition, or sale of

divisions or business units. These changes are often accompanied by
job shedding. Knowledge of such changes and potential or real job
loss may add to the level of anxiety – particularly if the expatriate does
not have a guaranteed job upon repatriation.

“The division I worked for was reorganized, and the subsidiary I worked
for was placed under stringent cost-cutting guidelines, which forced me
to return earlier than anticipated. My re-entry was very cold, with little
support in finding a job since previous management had been fired”
▪ Work adjustment - The employment relationship. An individual’s career
expectations
z may be based on clear messages sent by top management to the
effect that an international assignment is a condition for career progression. That
is, verbal or written statements.

▪ Re-entry position

▪ Coping with new role demands -Along with career issues, a mismatch of
expectations can affect the repatriate’s perception of the role associated with a
new position.

▪ Family adjustment- It must be stressed here that, where spouses, partners, and
children are involved, each family member is experiencing his or her own
readjustment problems.
 z

▪ Social networks -re-establishing social networks, which can be difficult,

especially if the family has been repatriated to a different state or town in
the home country. Children may also find re-entry difficult. Coming back to
school, attempting to regain acceptance into peer groups and being out of
touch with current sport and fashion can cause some difficulties. One can
speculate that the more difficult the re-entry process for the children, the
greater the ‘spillover’ effect for the repatriate.

▪ Effect on partner’s career

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Designing A Repatriation Program
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The Role of a mentor during repatriation

Ensuring Expatriates
Maintaining Contact Ensuring Expatriates
Are Retained In
With The Expatriate Are Kept Up To Date
Existing Management
Throughout The With Developments In
Development
Assignment The Home Country
Programs

Being Responsible For

Assisting Expatriates
To Obtain A
With The Repatriation
Repatriation Position.
Process, Including
Assisting Them
Managing expectations via pre-departure briefings on what can be expected during the
assignment and upon return multiple career-planning sessions focusing on career objectives and
z indicators, carried out by HR managers or a purpose-built team of past repatriates and
performance
relevant executives

written repatriate agreements when feasible to clarify the types of assignments available upon
return mentoring programs that continue on into the repatriate’s post-assignment career; this practice
may act to notify the firm of any post-assignment dissonance and reduce turnover

Extended home visits to keep up with social, family, and organizational changes

Reorientation programs to provide the repatriate with a briefing on changes in strategy, policies,
and organization

Personalized reorientation by the MNC so the repatriate and his or her family may deal with
the emotionally charged issues of social readjustment, schools, family dynamics, and lifestyle
changes inherent in return

Personalized financial and tax advice, as well as access to interim financial benefits such as
short-term loans

Providing some kind of an adjustment period upon return that may or may not include a vacation
or reduced workload

Visible and concrete expressions of the repatriate’s value to the firm (in the form of promotion,
public ceremonies, or a completion bonus), required to seal and reinforce
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▪ https://www.mbaknol.com/management-case-studies/case-study-
of-nestle-training-and-development/

▪ https://www.mbaknol.com/management-case-studies/case-study-
of-ibm-employee-training-through-e-learning/

▪ https://www.mbaknol.com/management-case-studies/case-study-
organizational-structure-and-culture-of-virgin-group/