TOPIC%205%20Training%20

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TOPIC 5 Training HR Development

• Khadijah Abdulrahman
• Sahar Jamili
• Olena Gladka

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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

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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

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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.

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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

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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.

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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
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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)

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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.

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Transition Strategy

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

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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

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Outcomes of Training

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

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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.

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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

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6 Cross Cultural Training Programs

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

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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.

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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

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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

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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.

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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

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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.

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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

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Global Leadership Development Training

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

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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

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• Thank You For Listening!