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TOPIC%205%20Training%20

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Title: TOPIC%205%20Training%20


1
TOPIC 5 Training HR Development
  • Khadijah Abdulrahman
  • Sahar Jamili
  • Olena Gladka

2
References
  • Forassaco, C., Voynnet Fourboul, C., Document
    28 Comment developper les talents?
  • Guthridge, M., Komm, A. B. McKinsey Quarterly
    2008 Issue 4, p10-13, 4p Why multinationals
    struggle to manage talent
  • Hodgetts R.M., Luthans F.,Doh JP., International
    Management Culture, Strategy and Behaviour, Mc
    Grow Hill. 2006. Chapter 14.
  • Krinks, P. Strack, R. People Management
    6/26/2008, Vol. 14 Issue 13, p30-31, 2p The
    talent crunch.
  • Ready, D., A. Hill, L. A. Conger, J. A. SOURCE
    Harvard Business Review Winning the Race for
    Talent in Emerging Markets.
  • Nov2008, Vol. 86 Issue 11, p62-70, 9p, 1
    diagram, 1 graph, 2 color,
  • Snell Bohlander, Human Resource Management,
    Thomson Higher Education, 2007. Chapter 3.
  • Vercoustre D. La guerre des talents dans le
    monde, RHM 30 Juin/Juillet 2008, p. 14-15
  • WELLINS R. PHD, SMITH B. A., PHD PAESE
    MATHEW,PHD ERKER SCOTT PHD - DDI -Development
    Dimension International, Inc - White Paper-
    Nine Best Practices for Effective Talent
    Management
  • http//humanresources.about.com/od/glossaryh/f/hr_
    development.htm

3
Content
  • Definition of Training HR Development
  • Reasons for Training
  • Practices
  • Transition Strategy
  • Organizational and Personal objectives
  • Types of Programs, Cultural Assimilators
  • Leadership and Talent Development

4
Training in International Management HR
Development
  • Definitions
  • Training is the process of altering employee
    behavior and attitudes in a way that increases
    the probability of goal attainment.
  • Human Resource development is the framework for
    helping employees develop their personal and
    organizational skills, knowledge, and abilities.

5
Why is Training Important?
  • Generally speaking
  • Training and HR development role to assist and
    help empower employees to the fullest potential.
  • Training is essential for the success of modern
    organization.
  • To maintain effective performance or to adjust to
    the new ways of work
  • Designing effective training programs is very
    important

6
Why is Training Important?
  • Specifically from an International view
  • The international business makes it necessary for
    managers and employees to have different training
    types
  • Training is important in preparing employees for
    overseas assignment.
  • To help expact managers better understand the
    customs, cultures and work habits of local
    cultures.

7
Reasons for Training
Reasons for Training Reasons for Training
Organizational Personal
To manage overseas operations more effectively. To help home office managers to understand the values and customs of other countries To help managers overcome the common belief that expatriates are not effective To improve the flow of communication To improve their ability to interact effectively To improve overall management style
8
Practices-Training Nowadays
  • Many training programs nowadays address social
    topics such as
  • How to take a client to dinner...
  • Effectively apologize to a customer...
  • Appropriately address ones overseas
    colleagues...
  • Communicate formally and politely with others...
  • Learn how to help others
  • These programs focus on dispelling myths and
    stereotypes by replacing them with facts about
    the culture.
  • For Example (Arab executive, p.461)

9
For Example The Arab executive
  • There is a close relationship between the Arab
    executive and his environment
  • The Arab executive is looked on as a community
    and family leader.
  • Regarding decision making The Arab executive
    will consult with his subordinates but he will
    take responsibility for his decision himself.
  • The Arab executive will try to avoid conflict.
  • The Arab executive style is very personal. He
    values loyalty over efficiency.
  • The Arab executive tends to look on their
    employees as family and will allow them to bypass
    the hierarchy to meet them.
  • The Arab executive puts considerable value on the
    use of time and would like to encourage his own
    employees to make more productive use of their
    time.

10
Transition Strategy
  • Strategies used to help smooth the adjustment
    from an overseas to a stateside assignment.

11
Repatriation Agreements
  • One of the forms of the Transition Strategy is
  • The use of repatriation agreements
  • This agreement does not promise a specific
    position or salary

12
Outcomes of Training
  • Managers will be able to understand what is
    expected from them.
  • Will be able to outperform the competitors.
  • Be more profitable.

13
Types of Training
  • Multinational Management has 9 phases
  • Phase 1 Rebuild a relationship with expats and
    repatriated executives.
  • Phase 2 Deal with the barriers
  • Phase 3 Identify the development objectives.
  • Phase4 Determine the amount of development that
    will be needed
  • Phase 5 Chose specific methods.
  • Phase 6 Intermediate evaluation.
  • Phase 7 Evaluate the expat executive.
  • Phase 8 Reentry training for returning expats.
  • Phase 9 Evaluation of the impact of the
    executives after their return.

14
Standardized V.S Tailor-Made Training
  • Standard
  • Generic
  • Specific decision making tools
  • Small firms
  • Tailor-Made
  • Created for specific needs of the expatriates
    going to a new country
  • Designed by managers who are or have previously
    been in the country
  • New set of skills for a new culture

15
6 Cross Cultural Training Programs
  • 1. Environmental Training
  • 2. Cultural Orientation
  • 3. Cultural Assimilators
  • 4. Language Training
  • 5. Sensitivity Training
  • 6. Field Experience

16
Specific Steps for Effective Cultural Training
Programs
  • 1. Need for a local instructors and a translator
  • 2. The educational designer debriefs
  • 3. Examines the tools used for training
  • 4. Identifies new ideas that will fit into the
    new training program.
  • 5. Make the necessary changes in the training
    materials.
  • 6. Train the local instructors
  • 7. When designer, translator, and
    native-language trainers are satisfied, the
    materials are printed.
  • 8. Test on a pilot group.

17
Assimilators Trainings
  • Definition A programmed learning technique
    designed to expose members of one culture to some
    of the basic concepts, attitude, role
    perceptions, customs,and values of another
    culture
  • Step 1 Choice of content of the assimilators
  • Deciding what is important to include
  • Use critical incident
  • Step2 Validation of assimilators
  • Producing the desired results
  • Measurement what it is intended to measure

18
Other Approaches
  • Since the assimilator approach to training is
    quite expensive, therefore, you can use other
    approaches such as
  • Visit to the host country
  • Breifing by host-country managers
  • In-house management programs
  • Training in local negotiation techniques
  • Analysis of behavioral practices

19
Talent Management Leadership Development
  • Definition Managing talent means ways in which
    a company attracts, recruits, retains,
    identifies, and develops high-potential people
    throughout the organization.
  • A survey conducted by The Boston Consulting Group
    and World Federation of Personnel Management
    Associations (4,700 executives in 83 nations )
    identified a number of critical challenges for
    companies, with managing talent emerging as the
    most important
  • These challenges can be grouped into three
    themes
  • ? Developing and retaining the best employees,
    using techniques of talent management, including
    improved leadership development and managing
    work-life balance.
  • ? Anticipating change, through managing
    demographics, managing change and cultural
    transformation, and managing globalisation.
  • ? Enabling the organisation to work effectively
    by becoming a learning organisation and
    transforming HR into a strategic partner.

20
Modern tendencies
  • people with talent and leadership potential are
    becoming scarcer
  • the global workforce, on average, is growing
    older, and people are having fewer children
  • companies are becoming more global
  • employees and those around them are placing more
    importance on their emotional well-being

21
Winning the Race for Talent in Markets
  • Promises made (the combination of brand,
    opportunity, and purpose)
  • Promises kept (most significantly, employees'
    day-to-day experiences within an organization's
    culture)
  • Ready, Douglas A. Hill, Linda A. Conger, Jay A.

22
Leadership
  • Leadership stands for
  • a power
  • a fondamental energy that is need to lounch and
    support an action
  • a capacity to translate intention to the reality
    and support a mouvment
  • MNCs ecourage strong leadership in the areas of
  • Hard organizational issues
  • -Budjet, manufacturing, marketing,
    distribution,finance
  • Soft organizational issues
  • -Values, culture, vision, leadership style,
    innovative behavior

23
Global Leadership Development Training
  • Skills development Fundamental chenges
  • Involves greater risks
  • Incorporates a long-term horizon
  • Focuses on organization (rather than just
    individual) changes

24
GL Program
  • It is designed to provide participants with an
    intensive international experience to develop a
    global mindset, instill cross-cultural
    competency,and provide the opportunity for global
    network
  • A five weeks duration
  • 1 2 weeks (country assessment carried out by
    cross-cultural teams)
  • 3 4 weeks (participants split up and travel to
    their respective countries)
  • 5 week (writing a reports and make their video
    documentaries and presentations)
  • Because of its strong emphasis on involvement and
    action learning, GLP has become one of the
    best-recognized development program for training
    global leaders for MNCs

25
  • Thank You For Listening!
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