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INTERNATIONAL TRAINING, DEVELOPMENT, & CAREERS, 🡪, 🡪, 🡪, Nama :…
INTERNATIONAL TRAINING, DEVELOPMENT, & CAREERS
International assignment as a training & development tool
Expatriates are trainers
part of knowledge & competence transfer
expected to help train & develop HCNs
Expatriates ensure adoption
show how systems & processes work
monitor HCN performance
Expatriates are mgmt. under development
job rotation 🡪 broader perspective
they become global operators
Components of effective
pre-departure training
Essential components of
pre-departure training
Cultural awareness training
Preliminary visits
Language instruction
Assistance with practical day-to-day matters
Security briefings
Black & Mendenhall’s 3 keys
for cross-cultural training
Training methods
Levels of training rigor
Low interaction,
similar cultures
(more training rigor
1-4 + weeks long)
2-12 month job,
some interaction
(more training rigor
2+ months long)
High interaction,
novel culture
(< 1 week training)
Duration of training
Developing staff through
international assignments
Outcomes of
international assignments
Management development
Individuals get experience, advance careers
MNE gets cadre of experienced international operators
Organizational development
MNE accumulates knowledge, abilities
MNE & individuals get a global mindset
MNE gets direct control & socialization
Networked MNEs can use
international teams as
a mechanism for fostering innovation, organizational
learning, knowledge transfer
an opportunity for developing a global perspective
a method for encouraging diverse decision-making,
problem-solving, & strategic assessments
Trends in international training
& development
Some training & development trends
Host countries continue to pressure for local T&D
Growing realization that competence learning
depends on national context & HC institutions
Increasing awareness of NGOs’ importance
Re-entry & career issues
Repatriation activities & practices
Recruitment and selection
Pre-depature training
On assignment
Re-entry or reassignment
Repatriation process
2011 Study: causes for
international assignment failure
Poor candidate choice
16%
Poor job performance
13%
Spouse/partner dissatisfaction
18%
Effectiveness of ways to
reduce expatriate turnover
Opportunity to use experience
35%
Position choices upon return
22%
Recognition
16%
Knowledge & skills acquired
from international assignment
Market specific knowledge
Personal skills
Job-related management skills
Network knowledge
General management capacity
Designing a repatriation program
Topics covered by a repatriation program
Help in forming new social contacts
Establishing networking opportunities
Preparation, physical relocation and transition information
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Nama : Muhammad Rafi Padantya
NIM: 20311479
Kelas : MSDM Inter - K