International
Training & Development
by Muhammad Iqbal Malik
Training & Development: Recap
 T&D is the process of imparting
knowledge, skills & attitudes to enhance
work performance
 Training is focused on job specific
needs
 Development goes beyond job
requirements
The T&D Context
Environment
Economic, political, cultural, legal etc.
Organization
Mission, strategy, organization structure, technology, people etc.
Training & Development
Adapted from Foundations of Human Resource Development, Richard A. Swanson, Elwood F. Holton
T&D Process
Evaluation
knowledge, skills, attitudes,
performance, commitment
Implementation
instruction and execution of
training programs etc.
Development
content, training material &
other resources etc.
Design
training programs, curriculum,
learning experiences etc.
Analysis
Context, problems,
opportunities, job etc.
Continuous feedback & improvement
The International Context
 Multinational and multicultural factors
 Geographical barriers
 Language & communication barriers
 Geopolitical considerations
 Intergovernmental & international
organizations/agencies involvement
The International Context
 International and diverse workforce
 Continuous staff relocation & rotation
 Heterogeneous systems,
infrastructure and communication
channels
 Global cutthroat competition
 Highly complex business environment
Corporate Headquarter Activities
Corporate Head Quarter
International Research
- Cultural
- Economic
- Political
- Legal etc.
Expatriate Training
- Cultural awareness
- Sensitivity training
- Language training
- Political, legal etc.
HCN/TCN Training
- Corporate culture
- Standards
- Systems & Procedures
- Technical training
- Corporate strategy
Global mgmt. training
- globalization
- management dev.
- international team dev.
- training of trainers
- cross-cultural skills
International Subsidiary Activities
International Subsidiary
HCN Training
- Corporate culture
- Corporate language
- Corporate standards
- Systems & Procedures
- Technical training
- Corporate strategy
PCN Training
- Regional culture
- Language training
- Subsidiary culture
- Subsidiary standards
- Subsidiary procedures
- Business environment
& competition
- Political, legal etc.
Byproduct of Headquarter Training
 T&D activities often result in building
relationships and understanding
among different individuals, groups
and functions of the corporation
Components of Cultural Training:
Mendenhall, Dunbar Oddou Model
Training Methods
Cultural orientation, culture
assimilator, language & sensitivity
trainings, field experiences
Training
Rigour
Training Duration
Low, medium or high level
Days, weeks, months
Cultural Training Contingencies
 The factors that influence the nature of
cultural training components include:

Degree of interaction required in the
host culture

Similarity between the individual’s
native culture & the new culture
Types of Predeparture Training
 Area Studies Programs

Area, cultural & environmental
briefings via lectures, movies, books
 Cultural Assimilators

Aims at assimilating (becoming like,
behaving, thinking like) other cultures

Involves interaction of multi-cultural
groups
Types of Predeparture Training
 Language Training

Foreign language training often
neglected due to “perceived” position
of English

Has strategic implications –
- ability to monitor competition
- process environmental information
Types of Predeparture Training
 Sensitivity Training

General cross cultural skills

Orientation to sensitive aspects of the
host culture e.g. religious, political &
social sensitivities
 Field Experiences

Experiential workshops

May also involve preliminary trip to the
host country
Cultural Training Scenarios
Contingency
Desired Component(s)


Low level of interaction expected
High degree of similarity between
cultures


Training duration less than a week
Use training methods like area or culture
briefings via lectures, movies, books

Long term exposure to host
culture with some interaction with
host members



Higher level of training rigour desired
Training duration to be longer - 1 to 4 weeks
Use training methods like culture briefings,
culture assimilators (practicing to getting
absorbed in the host culture) and role plays


Very different host culture
High interaction expected


High level of cross cultural training rigour
Training duration should be fairly long e.g.
two months
 Use training methods like culture briefings,
culture assimilators, sensitivity training, field
experiences, intercultural experiential
workshops
Mendenhall, Dunbar Oddou Model:
Drawbacks
 Focus on cultural aspect only
 No suggestion on integration of new
task of individual with new culture
Cultural Awareness Training and
Assignment Performance
Contextual &
Situational Factors
- time available
- duration & nature
- cultural toughness
Individual Differences
- locus of control
- efficacy expectations
- outcome expectations
Motivation
Cultural
Awareness
Training
Attention
Retention
Reproduction
Incentives
Performance Management System
Skill Development
- self dimension
- relational perception
- perceptional
Adjustment &
Performance
Predeparture Training for HCN/TCNs
 All types of staff should be provided
with suitable predeparture training
 Often neglected for HCNs/TCNs
 Comments by an Australian TCN:
“We were third-class nationals in
Japan. The Americans received cultural
training about Japan before they left the
United States. We were just given our
plane tickets.”
HCN Training
 High costs of T&D
 Trained HCNs are attracted by
Competitors
 Unexpected training costs in joint
ventures, acquisitions & mergers
 Training as a tool for gaining
commitment & loyalty in some cultures
Headquarter training of HCNs
 Involves technology, operations,
standards, systems and procedures
 Corporate vision, culture and norms
 Development of informal relationships
and networks
Staff Development
 Foreign assignments serve as a
mechanism to develop international
expertise and global vision
 Developing a pool of international
managers
 International job rotation
 Workshops, seminars, lectures and
international field trips
 Diversity & leadership skills
International Assignments and
Career Development
 Enhances management potential
 Higher employee expectations of career
advancement through international
experience
 Insufficient research so far to establish
the relationship between international
assignment and career path
Expatriate Career Decision Points
Predeparture
Training
International
Assignment
5. Reassignment
4. Exit
Organization
1. Recruitment &
Selection
3. Premature
Return
2. Deselect
Parent
Repatriation