TRAINING
AND
DEVELOPMENT
Dony Eko Prasetyo, S.IP.
“Tell me and I forget, teach
me and I remember, involve me and I learn”
Benjamin Franklin
Training and Management Development
•Training focuses upon preparing the manager for a
specific job
•Management development is concerned with developing
the skills of the manager over his or her career with the
firm
•Historically, most firms focus more on training than on
management development
Training and Management Development
• Training for expatriate managers involves obtaining skills
for a particular foreign posting
– Language training: Can improve expatriate’s effectiveness,
aid expatriate in adjusting to foreign culture, and fosters a
better firm image
– Cultural training: Can foster an appreciation of the host
country’s culture and help in expatriate adjustment
– Practical training: Can help expatriate and family to ease into
day-to-day life of the host country
Management Development and Strategy
Management development programs for expatriate
managers increase overall skill levels by:
–ongoing management education
–rotations of managers through jobs within the global firm to
give them varied experiences
•Management development is often used as a strategic tool
to build a strong unifying culture and informal management
network, both of which are supportive of a transnational
and global strategy
International assignments as a
training and development tool
• Expatriates are trainers
• Expatriates show how systems and procedures
work, ensure adoption, and monitor
performance of HCNs
• International assignments a form of job
rotation – management development
5/9
International training and development
5/10
Components of effective predeparture training
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Cultural awareness programs
Preliminary visits
Language training
Practical assistance
Training for the training role
TCN and HCN expatriate training
Non-traditional assignments and training
5/11
The Mendenhall, Dunbar and Oddou cross-cultural training
model
5/12
Cultural awareness training and assignment performance
5/13
Language training
• The role of English as the language of world
business
• Host country-language skills and adjustment
• Knowledge of the corporate language
5/14
The impact of language and power
5/15
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 to the host location
5/16
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
5/17
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
5/18
Expatriate career decision points
5/19
International Cadre: Another Choice
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Separate group of expatriate managers who
specialize in a career of international
assignments
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Have permanent international assignments
Move from international assignments to
international assignments
Recruited from any country
Sent to worldwide locations to develop crosscultural skills
1–20
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
5/21
Developing international teams through international assignments
5/22