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TRAINING AND DEVELOPMENT. GLOBAL HUMAN RSOURCES - IMBA. IT IS NOT EASY. ASSUMPTIONS FROM HEADQUARTERS IN TIGHT TIMES EXECUTIVES DO NOT VALUE TRAINING IT IS ASSUMED WHAT IS DONE “HERE” SHOULD BE DONE ELSEWHERE. SEVEN IMPERATIVES AS KEY TO GLOBAL LEARNING. Think and Act Globally
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TRAINING AND DEVELOPMENT GLOBAL HUMAN RSOURCES - IMBA
IT IS NOT EASY • ASSUMPTIONS FROM HEADQUARTERS • IN TIGHT TIMES EXECUTIVES DO NOT VALUE TRAINING • IT IS ASSUMED WHAT IS DONE “HERE” SHOULD BE DONE ELSEWHERE
SEVEN IMPERATIVES ASKEY TO GLOBAL LEARNING • Think and Act Globally • Become an Equidistant Global Learning Organization • Focus on the Global System - Not Its Parts • Develop Global Leadership Skills • Empower Teams to Create a Global Future • Make Learning a Core Competence • Regularly Reinvent Yourself and the Global Organization
Key Questions To Consider When Developing Training Programs • Who should deliver training – local or independent? • How should the training be delivered? • Who should development training – headquarters, subsidiary or joint venture? • What are the effects of language differences? • Should training be exported from headquarters? • Should training programs for PCN,HCN,TCN be different? • How does an MNE adapt a training program to different countries/cultures?
