Chapter 5

1. Chapter 5 Training and development

2. 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.

3. 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.

4. 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, non-standard assignments and international business travelers.

5. In-House Pre-Departure Company “Universities” • U.S. MNCs surveyed reported in % an in-house 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

6. Spouse Pre-Departure Training • 2002 Survey • Entire family (expat, spouse and kids)33% • Expat & spouse 29% • Expat only

7. Figure 5-1: International training and development

8. 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

9. Figure 5-2: The Mendenhall, Dunbar and Oddou cross-cultural training model

10. Figure 5-3: Cultural awareness training and assignment performance

11. Language training • The role of English as the language of world business • Host country-language skills and adjustment • Knowledge of the corporate language

12. Figure 5-4: The impact of language and power

13. 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

14. 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

15. 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

16. Figure 5-5: Expatriate career decision points

17. 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

18. Figure 5-6: Developing international teams through international assignments