Chapter 5
Training and development
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Chapter objectives
Expat Training aims to improve employees’ current work
skills and
behavior, whereas Expat development aims to increase
abilities in relation to some future position or job.
In this chapter, we examine 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.
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Chapter objectives
• 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.
• The effectiveness of pre-departure training.
• The developmental aspect of international assignments and
its relation to international career paths.
• Training and developing international management teams.
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Chapter objectives (cont.)
Reflecting the general literature on this topic, the focus of the
chapter is on the traditional, expatriate assignment. Long term
3-5 years.
However, where possible, we will draw out training and
development aspects relating to short-term assignments, nonstandard assignments and international business travelers.
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In-House Pre-Departure Company
“Universities”
• U.S. MNCs surveyed reported in % an inhouse pre-departure training in place
conducted by HR. 1980, 32%; 1984 25%;
1989 13% p119
• But in 2002 U.S. MNCs surveyed 77% (n =
181) reported an in-house pre-departure
training in place conducted by HR.
• Motorola, McDonald’s, Disney for example
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Spouse Pre-Departure Training
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•
•
•
2002 Survey
Entire family (expat, spouse and kids)33%
Expat & spouse 29%
Expat only
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Figure 5-1: International training and development
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Components 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 training
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Figure 5-2: The Mendenhall, Dunbar and Oddou
cross-cultural training model
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Figure 5-3: Cultural awareness training and
assignment performance
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Language training
• The role of English as the language of
world business
• Host country-language skills and
adjustment
• Knowledge of the corporate language
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Figure 5-4: The impact of language and power
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Practical 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 (spouse and children) to
the host location
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Effectiveness 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
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Developing staff through
international assignments
• Management development
– Individuals gain international experience which assists
career progression
– Multinational gains through having a pool of
experienced operators on which to draw
• Organizational development
– Stock of knowledge, skills and abilities
– Global mindset
– Expatriates as agents of direct control and socialization
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Figure 5-5: Expatriate career decision points
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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 values
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Figure 5-6: Developing international teams through
international assignments
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