Chapter 7 For use with International Human Resource Management 6e By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. ISBN-10: 1408032090 © Cengage Learning 1 of 38 Chapter 7 INTERNATIONAL TRAINING, DEVELOPMENT, & CAREERS For use with International Human Resource Management 6e By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. ISBN-10: 1408032090 © Cengage Learning 2 of 38 Chapter 7 Introduction International assignment as a training & development tool Expatriates are trainers - part of knowledge & competence transfer - expected to help train & develop HCNs Expatriates are mgmt. under development - job rotation broader perspective - they become global operators For use with International Human Resource Management 6e By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. ISBN-10: 1408032090 © Cengage Learning 3 of 38 Chapter 7 Expatriates ensure adoption - show how systems & processes work - monitor HCN performance For use with International Human Resource Management 6e By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. ISBN-10: 1408032090 © Cengage Learning 4 of 38 Chapter 7 Figure 7.1 International training & development For use with International Human Resource Management 6e By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. ISBN-10: 1408032090 © Cengage Learning 5 of 38 Chapter 7 Table 7.1 Availability of cross-cultural training in MNEs For use with International Human Resource Management 6e By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. ISBN-10: 1408032090 © Cengage Learning 6 of 38 Chapter 7 Components of effective pre-departure training Essential components of pre-departure training Cultural awareness training Preliminary visits Language instruction Assistance with practical day-to-day matters Security briefings For use with International Human Resource Management 6e By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. ISBN-10: 1408032090 © Cengage Learning 7 of 38 Chapter 7 Black & Mendenhall’s 3 keys for cross-cultural training For use with International Human Resource Management 6e By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. ISBN-10: 1408032090 © Cengage Learning 8 of 38 Chapter 7 1. Training methods 2. Levels of training rigor 3. Duration of training relative to Expected degree of interaction Culture novelty = how different host culture is from native culture Low interaction, similar cultures < 1 week training For use with International Human Resource Management 6e By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. ISBN-10: 1408032090 © Cengage Learning 9 of 38 Chapter 7 Emphasize information-giving approach: Area or cultural briefings Lectures, movies, books Interpreters ‘Survival-level’ language training more training rigor 1-4 + weeks long Emphasize affective approach: Role-playing Critical incidents Culture assimilator training Case studies Stress reduction training Moderate language training For use with International Human Resource Management 6e By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. ISBN-10: 1408032090 © Cengage Learning 10 of 38 Chapter 7 2-12 month job, some interaction more training rigor 2+ months long Emphasize immersion approach: Assessment center Field experiences Simulations Sensitivity training Intercultural web-based workshop Extensive language training For use with International Human Resource Management 6e By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. ISBN-10: 1408032090 © Cengage Learning 11 of 38 Chapter 7 High interaction, novel culture For use with International Human Resource Management 6e By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. ISBN-10: 1408032090 © Cengage Learning 12 of 38 Chapter 7 Effectiveness of pre-departure training For use with International Human Resource Management 6e By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. ISBN-10: 1408032090 © Cengage Learning 13 of 38 Chapter 7 Table 7.2 Perceived value of cross-cultural preparation of expatriates For use with International Human Resource Management 6e By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. ISBN-10: 1408032090 © Cengage Learning 14 of 38 Chapter 7 Developing staff through international assignments Outcomes of international assignments Management development » Individuals get experience, advance careers » MNE gets cadre of experienced international operators » MNE accumulates knowledge, abilities » MNE & individuals get a global mindset » MNE gets direct control & socialization which - helps with knowledge transfer & - helps transfer competence For use with International Human Resource Management 6e By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. ISBN-10: 1408032090 © Cengage Learning 15 of 38 Chapter 7 Organizational development Networked MNEs can use international teams as a mechanism for fostering innovation, organizational learning, knowledge transfer a means of breaking down functional & national boundaries, enhancing information flows a method for encouraging diverse decision-making, problem-solving, & strategic assessments a technique for developing shared values; thus helping MNE with informal, normative control through socialization For use with International Human Resource Management 6e By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. ISBN-10: 1408032090 © Cengage Learning 16 of 38 Chapter 7 an opportunity for developing a global perspective Figure 7.2 For use with International Human Resource Management 6e By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. ISBN-10: 1408032090 © Cengage Learning 17 of 38 Chapter 7 Developing international teams through international assignments For use with International Human Resource Management 6e By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. ISBN-10: 1408032090 © Cengage Learning 18 of 38 Chapter 7 Trends in international training & development 1. Host countries continue to pressure for local T&D 2. Growing realization that competence learning depends on national context & HC institutions 3. Increasing awareness of NGOs’ importance 4. Increasing interest in T&D focused on China 5. T&D literature is realizing need to address global, comparative, & national contexts for T&D (just as IHRM is starting to do) For use with International Human Resource Management 6e By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. ISBN-10: 1408032090 © Cengage Learning 19 of 38 Chapter 7 Some training & development trends For use with International Human Resource Management 6e By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. ISBN-10: 1408032090 © Cengage Learning 20 of 38 Chapter 7 Re-entry & career issues For use with International Human Resource Management 6e By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. ISBN-10: 1408032090 © Cengage Learning 21 of 38 Chapter 7 Figure 7.3 Expatriation includes repatriation For use with International Human Resource Management 6e By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. ISBN-10: 1408032090 © Cengage Learning 22 of 38 Chapter 7 Figure 7.4 Repatriation activities & practices For use with International Human Resource Management 6e By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. ISBN-10: 1408032090 © Cengage Learning 23 of 38 Chapter 7 Repatriation process 2011 Study: causes for international assignment failure Spouse/partner dissatisfaction Poor candidate choice Poor job performance Inability to adapt Other family concerns For use with International Human Resource Management 6e By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. ISBN-10: 1408032090 © Cengage Learning 18% 16% 13% 12% 8% 24 of 38 Chapter 7 Effectiveness of ways to reduce expatriate turnover For use with International Human Resource Management 6e By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. ISBN-10: 1408032090 © Cengage Learning 25 of 38 35% 22% 16% 13% 9% Chapter 7 In most to least effective order: 1. Opportunity to use experience 2. Position choices upon return 3. Recognition 4. Repatriation career support 5. Improved performance evaluation For use with International Human Resource Management 6e By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. ISBN-10: 1408032090 © Cengage Learning 26 of 38 Chapter 7 Individual reactions to re-entry For use with International Human Resource Management 6e By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. ISBN-10: 1408032090 © Cengage Learning 27 of 38 Chapter 7 Figure 7.5 Factors influencing repatriate adjustment For use with International Human Resource Management 6e By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. ISBN-10: 1408032090 © Cengage Learning 28 of 38 Chapter 7 Table 7.3 Career impacts of international assignments For use with International Human Resource Management 6e By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. ISBN-10: 1408032090 © Cengage Learning 29 of 38 Chapter 7 Responses by the MNE For use with International Human Resource Management 6e By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. ISBN-10: 1408032090 © Cengage Learning 30 of 38 Chapter 7 Figure 7.6 Linking repatriation process to outcomes Knowledge & skills acquired from international assignment For use with International Human Resource Management 6e By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. ISBN-10: 1408032090 © Cengage Learning 31 of 38 Chapter 7 Market specific knowledge local systems (political, social, economic), language, customs Personal skills inter-cultural knowledge, self-confidence, flexibility, tolerance Job-related management skills communication, project management, problem-solving Network knowledge meeting diverse people General management capacity broader job responsibilities, exposure to other parts of the organization For use with International Human Resource Management 6e By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. ISBN-10: 1408032090 © Cengage Learning 32 of 38 Chapter 7 Designing a repatriation program For use with International Human Resource Management 6e By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. ISBN-10: 1408032090 © Cengage Learning 33 of 38 Chapter 7 Table 7.4 Topics covered by a repatriation program 1. Pre-departure briefings on what to expect & upon return 2. Multiple career planning sessions 3. Written repatriate agreements clarifying available assignments upon return 4. Mentoring programs that continue after return 5. Extended home visits to keep up with social, family, & organizational changes 6. Reorientation programs on changes in organization 7. Personalized financial & tax advice 8. Providing an adjustment period upon return 9. Visible & concrete expressions of repatriate’s value to the firm For use with International Human Resource Management 6e By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. ISBN-10: 1408032090 © Cengage Learning 34 of 38 Chapter 7 Strategies for smooth re-entry