Module 6- International training development and careers PDF

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Module 6- HRM international training, development and careers 1. Expatriates are trainers - Part of knowledge and competence transfer - Expected to help train and develop HCNs (Host country nationals) 2. Expatriates ensure adoption - Show how systems and processes work - Monitor HCN performance 3. Expatriates are mgmt. under development - Job rotation  broader perspectives - They become global operators

Essential components of pre departure training 1. 2. 3. 4. 5.

Cultural awareness training Preliminary visits Language instruction Assistance with practical day to day matters Security briefings

Core executive leadership competencies 1. 2. 3. 4. 5. 6.

Creates vision and gives direction Develops people Manages resources and risk Promotes and achieves quality outcomes Understands relationships Manages and develops self

(South Australia local government executive leadership competency framework (2005) *Mendenhall, Dunbar and Oddou’s 3 keys for cross cultural training 1. Training methods (in a class) 2. Levels of training rigor (comphrensive, no room for error) 3. Duration of training is based on: - Expected degree of interaction - Culture novelty: how different host culture is native culture

Developing staff through international assignments

Knowledge transfer, global mindset. Determined to how well the organisational selects the candidates.

How MNC can use the teams in knowledge transfer. Apply knowledge and disciplines to be locally responsive. Help expand global occasion. Informal and formal control.

INTERNATIONAL CADRE= SELECTED STAFF ASSIGN TO GLOBAL ASSIGNMENT.

Issues for expatriates

When re-entering their home country known as re expatriate.

Re- entry focus.

Coping strategies of re entry- effect on employment relationship

6.4 case study: repatriation and loss prevention at ISCAM discussion answers: What problems can you spot in the case material? During Assignment Issue: Ongoing communication with the predeparture sponsor ceased when Herman Balkin retired. As a result, Wayne was constantly passed around to junior, clueless executives generating instability. What solution you would suggest if you were the consultant for the company? In the event that the pre-departure sponsor was to retire or leave the firm early, there would be an expectation that a suitable candidate would be trained and introduced to the expatriate prior to the initial sponsor leaving. This would enable the expatriate to instill the level of trust required in the new sponsor and maintain a level of stability in relation to the network with which the ex-pat liaises on a regular basis....