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
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Chapter 7
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INTERNATIONAL TRAINING,
DEVELOPMENT, & CAREERS
 Objectives
 Introduction
 Components of effective
pre-departure training
 Effectiveness of
pre-departure training
 Developing staff through
international assignments
 Trends in international
training & development
 Re-entry & career issues
 Repatriation process
 Individual reactions to re-entry
 Responses by the MNE
 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
2 of 38
Chapter 7
 Vocabulary
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Vocabulary
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
 T&D = training & development, the human resource, NGOs
 internal hires
 cultural awareness training, CCT, field experiences, degree of expected
interaction, cultural similarity
 information-giving, affective, & immersion approaches, security briefings
 role-playing
 preliminary visit
Additional types of training:
 international cadre
 Language
 Critical incidents
 multinational, virtual teams
 repatriation, ROI
 Culture assimilator
 reverse culture shock
 Stress reduction
 Simulations
 mentors, repatriation program
 career anxiety, work adjustment
 Sensitivity
 family adjustment, social networks
 boundaryless careers, protean careers
 international itinerants
Objectives: before & during
We examine these pre- & on-assignment issues:
1. Role of training to support expatriate adjustment &
on-assignment performance
2. Components of pre-departure training programs such as
cultural awareness, preliminary visits, & language skills
3. Relocation assistance & training for trainers
4. Effectiveness of pre-departure training
5. Developmental aspect of international assignments
7. Trends in 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
4 of 38
Chapter 7
6. Training & developing international mgmt. teams
Objectives: post-assignment
We examine these re-entry issues:
1. Process of re-entry or repatriation
2. Job-related issues
3. Social factors (e.g., family)
that affect re-entry & work adjustment
4. MNE responses to repatriate concerns
5. Staff availability & career issues
6. ROI & knowledge transfer
8. Broader international 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
5 of 38
Chapter 7
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
6 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
7 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
8 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
9 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
10 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
11 of 38
Chapter 7

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
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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
12 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
13 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
14 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
15 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
16 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
17 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
18 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
19 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
20 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
21 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
22 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
23 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
24 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
25 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
26 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
27 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%
28 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
29 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
30 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
31 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
32 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
33 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
34 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
35 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
36 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
37 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
38 of 38
Chapter 7
Strategies for smooth re-entry