Cross-Cultural Training- a key to success:

1. Cross-Cultural Training- a key to success: “A little cultural knowledge goes a long way” IBTC, 1990 “Failure can cause – Damage to company and company's Global image”. (Source Evans 2002) “Estimated cost of a three year assignment = $ 1 MILLION” (Source: Brewster 2001) “Done well, expats say cross cultural training makes their moves easier, especially when it focuses on practical information about their host country, Done poorly, they add, it is a waste of money and time.” (Source: New York Times) “Cross cultural training is vital if organisations are to avoid high levels of expatriate failure rates (premature returns)” (Source: Black and Medenhall 1990)

2. Training Programme Source: Harzing & Ruysseveldt, 2004: 286

3. Training Programme – Phase 1 -Type of assignment Kept thiswording but moved to Phase 2. Think phase 1 should just establish assignment type.. Strategic Business Development Manager • Strategic / executive – Developing the China operations market base • Strategic assignments require a high level of CCT • Current organisational culture, strategy and structure considered • when developing training program • Assignment Analysis • Identifies the function of the individual on the assignment and • the type of cross cultural knowledge and skills needed to perform effectively • Analysis of Job Description and Job Content factors • Job description factors are general duties, tasks and expected functions • Job content factors are; achievement, quality of output and levels of responsibility • Position specific competencies defined and incorporated into the training program

4. Training Programme – Phase 1 • Assess type of global assignment • Meet with senior management to discuss aims and objectives of assignment to confirm type • Driving Speedline business into new Chinese territory. • Ensuring local staff are aware of and have knowledge of Speedline’s corporate culture and “brand equity” • Creating new strategic alliances with third party companies in China. Assignment type: STRATEGIC

5. Training Programme – Phase 2 Determining Training Needs Jerry Johnson 1992 • 1. Organisational Level: • Full audit on culture, strategy and structure in UK HQ and Chinese subsidiary using the Jerry Johnson model (1992) to understand organisation culture, via questionnaires, observation and interviews. • Evaluating UK & Chinese market positions, local staff requirements and skills match. • Test staff brand awareness and knowledge of corporate strategy in both countries via questionnaires, interviews and focus groups. Sorry the diagram flashes. Copied and pasted. • 2. Assignment level: • Full job audit to establish duties, tasks and expected functions to understand the complexities of the assignment. Establishquality of output and levels of responsibility. Measure knowledge, experience, qualifications and the level of cross-cultural skills required to carry out the job effectively. Carried out through work measurement, job description comparisons, on-line skill assessments.

6. Training Programme – Phase 2 -Determine training needs Have used these words on the next 2 slides “In the case of female expatriates cultural and GENDER differences must be understood” – Calliguri,P. and Cascio W,F The Individual Expatriate Analysis : Defining the individual in regards to their needs, expectations and current abilities. Also their age, sex and personality traits. Analysis of... • 1. Personality Characteristics • Flexibility and Openness • Intercultural Abilities • Communication Style • Cross Cultural Awareness • Acceptance of Cultural Differences • Also family needs (where applicable) • 2. The level of the individual receiving CCT • Prior experience- no matter how little • Existing cross cultural knowledge • Existing levels of cross cultural skill • Their perception of CCT Analysis of the individuals perception of CCT and expatriatism to assess which training techniques are best suited. This assessment will highlight the individuals intercultural communication style allowing us to further tailor the training to the individuals needs.

7. Training Programme – Phase 2 Determining Training Needs contd. • 3. The expatriate’s Level • We will check Sophia’s personality suitability for expatriation by testing her: • Flexibility and Openness • Intercultural Abilities • Communication Style • Cross Cultural Awareness • Acceptance of Cultural Differences • Family considerations Our 3 step personality test: A self-evaluation test undertaken by Sophia which comprises of a psychometric assessments and evaluation of her motives & willingness for the assignment. A one to one “reality check”, private session with a trained counsellor to establish her goals, understanding of the assignment and general overview of Chinese norms and values. A half-day workshop with approximately 8 people to exchange ideas, resolve HR issues and prepare for the next stage in expatriation.

8. Training Programme – Phase 2 Determining Training Needs contd • 2. The level of Sophia’s readiness for expatriation CCT • We will check Sophia’s cultural readiness for expatriation by evaluating her: • Prior experience of China- no matter how little • Existing cross cultural knowledge • Existing levels of cross cultural skill • Her language skills – English and Chinese • Her perception of CCT Our 3 step cultural readiness test: On-line assessment of international previous exposure and knowledge Completion of our specific “Chinese Culture Awareness Test” Language tests in English and Chinese.

9. Training Programme – Phase 3 (Goals and measures) SHORT-TERM

10. Training Programme – Phase 3 (Goals and measures) Longer- term • Continual improvement plan • Repatriation planning • Set the standard for future assignments • Handling of reverse culture shock • Assignment hand-over after 2 years

11. Training Programme – Phase 3 -Goals and measures Short term • Accomplishments at end of CCT programme • Improved understanding of international assignments • Improved understanding of Chinese culture • Successful co-operation with Chinese colleagues • Project targets met, e.g. sales targets, production targets • Understanding of the need for anticipatory adjustment Measurement Methods Personal Tutoring Online tests Longerterm • For Speedlink • Completion of Speedline’s strategic implementation in China • Acceptance and adoption by Chinese staff of Speedline’s global mindset • Chinese staff performance increasing Chinese market share. • Speedline’s confidence in future assignments. • For Sophia • Personal satisfaction • Personal betterment • Increased confidence In person interviews/ Phone interviews Performance appraisal Company performance

12. Training Programme – Phase 4 (Developing and delivering the training programme ) Pre-Departure CCT and In-country CCT In-country CCT and Sequential CCT

13. Experiential cultural specific • workshops: • Preparing For Expatriation • Women Expats in China • How To Make Guan Xi Work For You • Chinese Relationship Building • Group Behaviour in China • Understanding Chinese Culture & Confucianism • Successful Communications in China • How To Cope With Missing Home • Language Skills • Preparing For Returning Home “Women Expats in China”

14. Does anyone like this model? Or shall we stick to just the next slide?

15. Training Programme – Timescales Training Schedule and Timescales

16. Training Programme – Phase 5 (Evaluating the training programme ) Developing outcome measures Short term goals • Cognitive outomes • Use on-line tests and written papers to check how Sophia has absorbed Chinese culture. • Affective outcomes • Face to face interview or focus group to see test how Chinese culture has affected Sophia’s emotions. • Behavioural outcomes • Test Sophia’s behaviour and communication skills within a role-play Long term goals • Test for longer-term effectiveness through questionnaires, interviews and on-line surveys: • Was the overall project successful for Sophia / Speedline / our Chinese colleagues? • How successful was Sophia’s repatriation? • What would we keep? What would we change?

17. Training Programme – Beneficial outcome and conclusions De Beers : Working Successfully with the Japanese "The Japanese briefing, IBCT delivered to key De Beers LV personnel, provided not only an invaluable insight into working effectively with our Japanese counterparts but also an understanding of Japanese society and values – key to the success of our new operations in Japan." Shearman & Sterling: Working Successfully across Cultures “IBCT training was particularly interactive and provided our teams with an insight into cultural differences and how to maximise cross cultural relationships.” Ashurst: Developing Employees for International Success “The cultural awareness and language training offered by IBCT has given our trainees going on international secondment the key knowledge and skills that make their settling into a new country that little bit less daunting!

18. Thank you! Any questions?