Employee training,
Training need assessment
Training methods
Training evaluation
Cross-cultural training,
Designing executive development programme
Techniques of executive development
Career planning and development
A Presentation On Topic "Training & Development"
With A Interesting Case Study.
It Is A Very Important Topic Which Is One Of The Chapter Or An Important Part For The Subject "Human Resources Management" (HRM).
The Presentation Consist Of Following Topics :-
1. Key Terms.
2. Introduction Of Training & Development.
3. Inputs In Training & Development.
4. Training Process.
5. Methods Of Training.
6. Techniques Of Training.
7. Case Study On "Reliance Communications".
A Presentation On Topic "Training & Development"
With A Interesting Case Study.
It Is A Very Important Topic Which Is One Of The Chapter Or An Important Part For The Subject "Human Resources Management" (HRM).
The Presentation Consist Of Following Topics :-
1. Key Terms.
2. Introduction Of Training & Development.
3. Inputs In Training & Development.
4. Training Process.
5. Methods Of Training.
6. Techniques Of Training.
7. Case Study On "Reliance Communications".
Training – Introduction – Definition – Scope – Objectives – Benefits of Training – Designing of effective Training – Opportunities and Challenges for Training – Learning – Training – Development – Education – Meaning – Concepts – Differences
Need Assessment – Reasons for analyzing the Training Needs – Identification of Training Needs – Steps to conduct a Need Assessment – TNA Model – Organizational Analysis – Operational Analysis – Person Analysis – Gather data for TNA
Training Design – Introduction – Perspective for Designing training – Building a Training Design – Learning Objectives – Components and Methods – Training Process – Key factors in designing – General features of good demonstration – Training of Trainers programs – Skills of an effective Trainer
Methods of Training – On-the-Job – Off-the-Job – Management Games, Case study method, Role play method – In-basket Exercises, Laboratory training – Experiential Learning Techniques – Brain storming, Syndicate method, Discussion method, Outward Bound Learning, Sensitivity Training in Organization – A practical tool – The Fish Bowl Exercise - E-Learning and use of Technology as Training
Training Evaluation – Introduction – Reasons for evaluating training – Outcomes used in the evaluation of the training programs – Factors determining the outcomes of Evaluation – Evaluation Techniques and Instruments – Resistance to training evaluation – Future of Training and Development
Training & Development - Designing a training program - key factors, strategi...ShatakshiSingh17
This presentation is related to Training and Development which talks about the key factors of designing a training program, the strategies which are faced by the training design managers while designing an effective training program and also the challenges which the design manager has to face on a daily basis while designing the training program.
Introduction: Introduction to training, need for Training and Development, differences of Training and Development, importance of Training and Development in organization.
Presentation on training which is an attempt to improve current or future employee performance by increasing an employee's ability to perform through learning, usually by changing the employee's attitude or increasing his or her skills and knowledge.
Helping employees to become effective in their jobs is one of the fundamentally HR management that any organization has to undertake. This slide explains the Training Methods Technique and Aids, bought to you by Welingkar’s Distance learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/effectivehrtrainingslides
Join us on Facebook: http://www.facebook.com/welearnindia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
Training – Introduction – Definition – Scope – Objectives – Benefits of Training – Designing of effective Training – Opportunities and Challenges for Training – Learning – Training – Development – Education – Meaning – Concepts – Differences
Need Assessment – Reasons for analyzing the Training Needs – Identification of Training Needs – Steps to conduct a Need Assessment – TNA Model – Organizational Analysis – Operational Analysis – Person Analysis – Gather data for TNA
Training Design – Introduction – Perspective for Designing training – Building a Training Design – Learning Objectives – Components and Methods – Training Process – Key factors in designing – General features of good demonstration – Training of Trainers programs – Skills of an effective Trainer
Methods of Training – On-the-Job – Off-the-Job – Management Games, Case study method, Role play method – In-basket Exercises, Laboratory training – Experiential Learning Techniques – Brain storming, Syndicate method, Discussion method, Outward Bound Learning, Sensitivity Training in Organization – A practical tool – The Fish Bowl Exercise - E-Learning and use of Technology as Training
Training Evaluation – Introduction – Reasons for evaluating training – Outcomes used in the evaluation of the training programs – Factors determining the outcomes of Evaluation – Evaluation Techniques and Instruments – Resistance to training evaluation – Future of Training and Development
Training & Development - Designing a training program - key factors, strategi...ShatakshiSingh17
This presentation is related to Training and Development which talks about the key factors of designing a training program, the strategies which are faced by the training design managers while designing an effective training program and also the challenges which the design manager has to face on a daily basis while designing the training program.
Introduction: Introduction to training, need for Training and Development, differences of Training and Development, importance of Training and Development in organization.
Presentation on training which is an attempt to improve current or future employee performance by increasing an employee's ability to perform through learning, usually by changing the employee's attitude or increasing his or her skills and knowledge.
Helping employees to become effective in their jobs is one of the fundamentally HR management that any organization has to undertake. This slide explains the Training Methods Technique and Aids, bought to you by Welingkar’s Distance learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/effectivehrtrainingslides
Join us on Facebook: http://www.facebook.com/welearnindia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
A planned process to modify attitude , knowledge or skill behaviour through learning experience to achieve effective performance in an activity or range of activities. Its purpose, in the work situation, is to develop the abilities of the individual and to satisfy the current and future needs of the organization.
This PowerPoint presentation, titled "HR for Non HR: Learning & Development (L&D)," is designed to provide non-HR professionals with an understanding of the significance and components of L&D in the workplace. The deck covers topics such as the importance of acquiring new skills, the ongoing process of enhancing individual and organizational performance, and key facts highlighting the value of L&D. It also delves into the components of learning and development, including learning, development, training, and education. The presentation emphasizes the need for organizations to prioritize L&D to foster a culture of continuous learning, innovation, and adaptability.
UNIT - II: TRAINING & DEVELOPMENT OF EMPLOYEES: Analyzing Training needs &
Designing the program – Implementing different training program – Implementing
Management Development Programs – Evaluating the Training Programs; PERFORMANCE
APPRAISAL: Concept of Performance, Performance Management, Performance Appraisal –
Methods of Performance Appraisal - Assessment Centre.
Chapter 1 Introduction to Training and Development.pptDr. Nazrul Islam
Training means the process of increasing the knowledge and skills of an employee for doing a particular job. It seeks to improve the job performance and work behaviour of those trained.
Definition of Training
Training Design Process
The Forces influencing working and learning
The Strategic Training and Development Process
Organizational Characteristics that Influence Training
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
2. • Employee training
• Training need assessment
• Training methods
• Training evaluation
• Cross-cultural training
• Designing executive development program
• Techniques of executive development
• Career planning and development
3. Training?
Training helps to
bridge the gapExisting
• Skills
• Knowledge
• Attitudes
Required
• Skills
• Knowledge
• Attitudes
Training is
expensive…..Without training
it is more expensive..
5. Acc. to Michael Armstrong
“The systematic development of knowledge, skills and attitudes
required by an individual to perform adequately a given task of
job”.
Acc. to Dale S. Beach
“Training is the act of increasing knowledge and skills of an
employee for doing a particular job.”
6. New candidates who join an organization are given training. This training
familiarize them with the organizational mission, vision, rules and regulations and
the working conditions.
The existing employees are trained to refresh and enhance their
knowledge.
If any updates and amendments take place in technology, training is given to
cope up with those changes. For instance, purchasing a new equipment, changes in
technique of production, computer implementation . The employees are trained
about use of new equipment's and work methods.
When promotion and career growth becomes important. Training is given so
that employees are prepared to share the responsibilities of the higher level job.
Training is given on four basic grounds:
7. Improving Employee Performance
Updating Employee Skills
Avoiding Managerial Obsolescence
Succession Planning
Retaining and Motivating Employee
Creating an Efficient and Effective Organization
Improves morale of employees
Less supervision
Fewer accidents
Chances of promotion.
Increased productivity
BENEFITS OF TRAINING
9. On-the Job Training
Trainee
Job Rotation
Apprenticeship
training/Paid Internship
Vestibule training
Coaching
Temporary promotions
Off-the Job Training
Organizing Special
Curriculum and Classes
Organizing Conference
and seminars
Training in Education
Institutions
Case Study Method
Incident Analysis Method
Lecture Method
Role Playing Method
10. Needs assessment
Design training objectives
Develop program content
Implement training program
Evaluate effectiveness of training program
Developing Human Resources
12. Needs Assessment
• Refers to the process used to determine if training is necessary.
• Because needs assessment is the first step in the instructional
design process:
• If it is poorly conducted, training will not achieve the outcomes or financial
benefits the company expects.
3 - 12
13. The Needs Assessment Process
3 - 13
Reasons or “Pressure Points Outcomes
What is the Context?•Legislation
•Lack of Basic Skills
•Poor Performance
•New Technology
•Customer Requests
•New Products
•Higher Performance Standards
•New Jobs
•What Trainees Need to Learn
•Who Receives Training
•Type of Training
•Frequency of Training
•Buy Versus Build Training
Decision
•Training Versus Other HR
Options Such as Selection or
Job RedesignWho Needs the
Training?
In What Do They
Need Training?
Organization
Analysis
Task
Analysis
Person
Analysis
14. Needs assessment involves:
Organizational Analysis – involves determining:
the appropriateness of training, given the business
strategy
resources available for training
support by managers and peers for training
Task Analysis – involves:
identifying the important tasks and knowledge,
skill, and behaviors that need to be emphasized in
training for employees to complete their tasks
3 - 14
15. Needs assessment involves: (continued)
Person Analysis – involves:
determining whether performance deficiencies
result from a lack of knowledge, skill, or ability
(a training issue) or from a motivational or
work design problem
identifying who needs training
determining employees’ readiness for training
3 - 15
16. Key Concerns of Upper- and Midlevel Managers and Trainers in Needs
Assessment
Upper-Level Managers Midlevel Managers Trainers
Organizational
analysis
Is training important to
achieve our business
objectives?
How does training support
our business strategy?
Do I want to spend money on
training?
How much?
Do I have the budget to buy
training services?
Will managers support
training?
Person analysis What functions or business
units need training?
Who should be trained?
Managers?
Professionals?
Core employees?
How will I identify which
employees need training?
Task analysis Does the company have the
people with the knowledge,
skills, and ability needed to
compete in the marketplace?
For what jobs can training
make the biggest difference in
product quality or customer
service?
What tasks should be
trained?
What knowledge, skills,
ability, or other
characteristics are necessary?
3 - 16
17. 17
Developing and Conducting Training
1. Determine location and who will conduct the training.
o Onsite facilities vs. offsite.
o Inside training staff vs. outside vendors.
2. Develop training curricula.
Based on job/task analysis and individual needs.
3. Select training methods.
o Considering learning principles.
o Consider appropriateness and cost.
18. “ the process of collecting the outcomes needed to determine if training is effective”.
Training evaluation
Reasons for evaluating training
• To identify the program’s strengths and weaknesses.
• To assess whether the content, organisation and administration of the program contribute to learning and the use
of training content on the job.
• To identify which trainees benefited most or least from the program.
• To gather data to assist in marketing programs.
• To determine the financial benefits and costs of the program.
• To compare the costs and benefits of training versus non-training investments.
• To compare the costs and benefits of different training programs, so as to choose the best program.
19. Evaluating Training Effectiveness
5 Criteria - Kirkpatrick’s
1. Reaction
Are participants satisfied with training?
2. Learning
How much has been learned?
3. Attitude Change
Did training result in attitude change?
4. Behavior change
Did the learning transfer to the job?
5. Results criteria
Was the training worth the cost to the company?
21. Employee Development
Development relates to the development and growth of the employees in an organization
through a systematic process.
It helps in the developments of the -:
Intellectual skills
Managerial skills
People management skills.
It trains managers to understand and analyze different situations, and to arrive at and
implement the correct solutions.
22. Knowledge Based Methods
In this technique, trainees are exposed to concepts and theories, basic
principles, and pure and applied knowledge in any subject area.
The main aim is to make trainees aware of the fundamentals.
The examples of this method are lectures, seminars, workshops, films and
training, group discussions, etc.
23. Job rotation
Multiple Management
E-Learning
Lesson study
Consultation
In-basket Methods (memo’s , letters, and reports.)
Business games (groups or teams)
Case studies
Role play
Employee Development Program
24. Improving the employee performance
Enabling the senior manager to have overall perspective about the organization and also equipping them with necessary skills to coordinate
the various units of the organization .
Identifying the employees with executive talent and developing them so that they can occupy managerial position in the future.
Motivating the managers to perform more effectively in accordance with the organizational goals
Updating managers from time to time about the latest challenge and development s in their respective fields
Improving the analytical and social areas
Providing insight into conceptual issues relating to economic , technical and social areas
Improving human relation skills and encouraging creative thinking
Objectives of management Development
25. Executive Development Program
Executive development programs are designed for business professionals. Through the executive
development program, business executives can learn to become better leaders and gain skills that
can help them develop a global business. Specific skills or abilities that business professionals
can acquire through an executive development program include:
Ability to function more adeptly in management roles by gaining additional confidence and
knowledge
Ability to apply new concepts
Increases leadership skills
Strengthens communication skills
Ability to work with others, while assessing their skills and strengths
Ability to formulate more competitive business strategies
Skills in team building
27. How do people choose careers?
Interest
Self-image
Personality
Family background
Social background
Qualification
A Career can be defined as a sequence of positions, roles or jobs held by one
person over a relatively long time span.
28. Career Planning
“Career planning consists of activities and
actions that you take to achieve your individual
career goals”
A career path is the sequential pattern of jobs that
form.
Career goals are the future positions that an
individual strives to reach as part of a career.
29. How important is career planning?
The top management
view as a
tool for
succession planning
The manager
sees career
planning
as a retention
And
motivational
tool
A typical
Employee
views a career
planning
program
as a path to
upward
mobility
Win-Win situation
for all
30. Advantages of Career Planning and Development
For Individuals:
1. The process of career planning helps the individual to have the knowledge of various career
opportunities, his priorities etc.
2. This knowledge helps him select the career that is suitable to his life styles, preferences, family
environment, scope for self-development etc.
3. It helps the organization identify internal employees who can be promoted.
4. Internal promotions, upgradation and transfers motivate the employees, boost up their morale and also
result in increased job satisfaction.
5. Increased job satisfaction enhances employee commitment and creates a sense of belongingness and
loyalty to the organization.
6. Employee will await his turn of promotion rather than changing to another organization. This will lower
employee turnover.
7. It improves employee’s performance on the job by taping their potential abilities and further employee
31. For Organizations: -
A long-term focus of career planning and development will increase the effectiveness of human
resource management. More specifically, the advantages of career planning and development for an
organization include:
i. Efficient career planning and development ensures the availability of human resources with
required skill, knowledge and talent.
ii. The efficient policies and practices improve the organization’s ability to attract and retain highly
skilled and talent employees.
iii. The proper career planning ensures that the women and people belong to backward communities
get opportunities for growth and development.
iv. The career plan continuously tries to satisfy the employee expectations and as such minimizes
employee frustration.
v. By attracting and retaining the people from different cultures, enhances cultural diversity.
vi. Protecting employees’ interest results in promoting organizational goodwill.
32. Objective of career planning
Attract and
retrain talent
by offering
better career
growth
Use HR
effectively
and achieve
greater
productivity
Reduce
employee
turnover
Improve
morale and
motivation
Better
succession
planning
33. Typical entry-level Employee Expectation vs. Reality
Expectation
“I will have much freedom to work as I please”
“Most of my work projects will fun.”
“I will receive lot of helpful feedback from my
boss”
“If I do well at work, I will get good raises and
promotions”
“I can apply the latest technique that I learned
at school”
“I will be able to balance my personal needs
and work life”
Reality
“My boss tells me what to do and how to do it.”
“I have much boring, routine work”
“Money and promotions are limited and factors
other than performance count”
“People resist new ideas that I suggest”
“My job and personal goals often conflict”
35. 1. Self Assessment
2. Academic/ Career
options
3. Relevant /Practical
Experience
4. Job Search
Career
planning process
36. • Self-Assessment : The first step in the Career Planning Model
involves gathering information about yourself to assist in making a
decision about a career. You should develop an understanding of self
including values, interests, aptitudes, abilities, personal traits, and
desired life style, and become aware of the interrelationship between
self and occupational choice
• Academic/Career Options: The second step allows individuals to
investigate the world of work in greater depth, narrow a general
occupational direction into a specific one through an informed decision
making process, and declare a major.
• Relevant/Practical Experience: In Step III individuals evaluate
occupational choices and gain practical experience through
internships, cooperative education, relevant summer employment,
volunteer work and campus activities. In addition, more specific
decisions about occupational choices are made.
37. LG takes up career planning for employees
– In an innovative way to beat attrition, which has hit 30 per cent across the industrial sector,
LG Electronics India is taking up a 5-year programme to nurture the career of its white-collared
employees.
– The company has made the programme mandatory for its white-collared employees that
number about 1,900.
– "In this initiative all our employees will have to undergo an assessment by experts who would
help them identify their weak points. During the course of the next five years they would be
given thorough training in those areas.
– "The senior employees will be assessed on the basis of their vision and leadership abilities.
The young people will be assessed as per their functional capabilities,"
38. Dell supports your growth:
Career development programs
– Dell provides programs to power your career growth and development. Our programs
help team members emerge as leaders through mentorship, encouragement, and
opportunities that are just the right blend of rewards and challenges.
– We invest in our people and have developed a series of special programs that enables
you to pursue a career that fulfills your ambitions and potential.
– From one-on-one meetings with mentors to regular 360-degree feedback and routine
check-ins with a long-term career plan, these programs give you ample opportunity to carve
your own path toward leadership.
– Dell supports your career from the beginning by providing higher education
39. Issue in Career Planning
– Dual Family Careers: The proportion of women in professional occupations has increased dramatically in the recent years.
– Low Ceiling Careers: Some highly specialized jobs have little room for advancement in career terms.
– Declining Opportunities: Career opportunities for certain jobs or categories sometimes decrease due to technological and economic
changes.
– Career Stages: Employees move through different career stages and their career needs change as they move from one stage to
another.
– Restructuring: The demands of a fast changing economy have been forcing organization to restructure and reorganize themselves.
– Career Plateaus: Employees reach a plateau in their career when they feel that there in nothing else left to achieve.
– Work-family Issues: Elderly parents, school going kids, a sick relative or family member, are some of the many family issues that
change the career path of an employee.
40. – Career development is essential to implement career plan. Career development consists of
personal improvements undertaken by the individual employee, training, development and
educational programmes provided by the organization and various institutes.
– The most important aspect of career development is that every employee must accept his/her
responsibility for development. Various career development actions prove useful if an employee
is committed to career development.
Career Development
41. Process of Career Planning & Development
Preparing and implementing action plan including acquiring resources for achieving goals.
Formulating career strategy covering areas of change and adjustment.
Establishing realistic goals both short-term and long-term.
Relating specific jobs to different career opportunities.
Analysis of career demands on the incumbent in terms of skills, knowledge, abilities, aptitude etc., and in terms of qualifications, experience and
training received etc.
Analysis of career opportunities both within and outside the organization.
Analysis of individual skills, knowledge, abilities, aptitudes etc.
42. Steps involved in Career Development System
Needs: -Defining the present system i.e. this step involves in the conducting a needs assessment as in a training programme.
– Establishroles and responsibilitiesof employees, managers, and the organization.
– Identifyneeds; establishtarget groups.
– Establishcultural parameters;determineorganizationalreceptivity,support, and commitmentto career development.
– Assess existing HR Programme or structure;consider possible linksto a career development programme.
– Determineprior attemptsat solving the problem or need.
– Establishthe missionor philosophy of the programme.
– Design and implementneeds assessment to confirm the data or collect more data.
– Establishindicators or criteriaof success.
43. Steps involved in Career Development System
– 2. Vision: -The needs of the career system must be linked with the interventions. An ideal career
development system known as the vision links the needs with the interventions.
–Create a long-term philosophy.
–Establish the vision or objectives of the programme.
–Design interventions for employees, managers, and the organization.
–Organize and make available career information needed to support the programme.
44. Action Plan: -An action plan should be formulated in order to achieve the vision. The support of the top
management should be obtained in this process.
–Assess the plan and obtain support from top management
–Create a pilot programme
–Assess resources and competencies.
–Establish an advisory group.
–Involve advisory group in data gathering, programme design, implementation, evaluation and
monitoring
Results: -Career development programme should be integrated with the organization’s on-going
employee training and management development programmes. The programme should be evaluated
from time to time in order to revise the programme.
–Create long-term formalized approaches.
–Publicize the programme.
–Evaluate and redesign the programme and its components.
46. Expatriate
• An expatriate (often shortened to expat) is a person temporarily or
permanently residing in a country other than their native country.
• An expatriate is an individual living in a country other than their country of
citizenship, often temporarily and for work reasons. An expatriate can also be an
individual who has relinquished citizenship in their home country to become a
citizen of another. If your employer sends you from your job in its New York
office to work for an extended period in its London office, once you are in
London, you would be considered an expatriate or "expat."
47. REPATRIATION
Career managementFinancial management
Reentry shock
Expatriate Training
PREDEPARTURE
Stress training
Business issues
ASSIGNMENT
Culture awareness
program
Language skills
Personal and
family orientation
Career planning
Practical Assistance
Language Skills
Local mentoring
48. Pre-departure Phase.
Employees need to receive language training and an orientation in the new country’s
culture and customs.
The family should be included in the orientation.
Expatriates and their families need information about housing, schools,
recreation, shopping, and health care facilities in the area where they will live.
Experiential training methods are most effective in assignments that require
significant interpersonal interaction with host nationals.
49. Methods of training
Truly global operations means having a team of international managers who are
available to go anywhere in the world.
• Provide international experience to many levels of managers
• Short-term development assignments ranging from a few months to several years
• International job rotation
• Attendance at common training and development programs held either in the parent
country, or regional centers, or both
• International meetings in various locations that foster interaction and personal
networks
50. Types of Training and Development
Understanding the culture of host country, enhance effectiveness, familiarization trip
before formal transfer.
Manager’s ability to interact, help build rapport and improve manager’s effectiveness.
Adjust to day to day life in host country, establish a routine, successful adaptation,
Cultural Training
Language Training
Practical Training
51. On-site Phase.
Training involves continued orientation to the host country and its customs and
cultures through formal programs or through a mentoring relationship.
Expatriates and their families may be paired with a mentor from the host
country who helps them understand the new, unfamiliar work environment
and community.
52. Prepares expatriates for return to the parent company and country from the foreign
assignment.
Expatriates and their families are likely to experience high levels of stress and
anxiety when they return because of the changes that have occurred since
their departure.
Repatriation Phase
53. Cross Cultural Training (CCT)
• Cross-cultural preparation involves educating employees and their families who are
to be sent to a foreign country.
• MNC’s offer CCT to teach their expats, the host country’s appropriate norms and
behavior.
• CCT may be understood as any Planned intervention to increase the knowledge and
skills of the expatriates to live and work effectively in a unfamiliar host country and
culture.
54. Components of Cross Cultural Training (CCT)
Preliminary visits
Language training
Practical assistance
Cultural awareness program
Job related factors
Cultural knowledge and skills and facilitates expatriates’ adjustment to the host country’s culture
55. 55
Preliminary Visits
• A well-planned overseas trip for the candidate and spouse
provides a preview that allows them to:
assess their suitability for and interest in the assignment
introduce expatriate candidates to the business context in
the host location
adjust easier to the host location.
56. Language Training
Language training is a desired component of a pre-
departure program. There are three interrelated aspects
related to language ability that need to be recognized.
• The Role of English as the Language of World
Business
• Host-Country Language Skills and Adjustment
• Knowledge of the Corporate Language
57. 57
Role of English as the Language of World Business
Exclusive reliance on English diminishes the
multinational’s linguistic capacity. The resultant
lack of language competence has strategic and
operational implications as it limits the
multinational’s ability to monitor competitors and
process important information. Consider including
language training as a means of better
communication and the avoidance of ethnocentrism.
58. 58
Host-Country Language Skills and Adjustment
The ability to speak a foreign language can improve the expatriate’s
effectiveness and negotiating ability. Language skills are important in
terms of task performance and cultural adjustment. Hiring language
competent staff to enlarge the “language pool” from which potential
expatriates may be drawn is one answer and language training is another.
59. 59
Knowledge of the Corporate Language
When communicating with non-
English speaking segments of the
corporation, the multinational adopts a
common company language to
facilitate reporting standardization and
other control mechanisms, particularly
normative control. Pre-departure
training programs may need to include
both language of the host country and
the corporate language.
60. 60
Practical Assistance
Pre-departure training program
should provide information that
assists in relocation. HRM staff
can liaise with the sending line
manager as well as the HR
department in the foreign
location to assist the family
relocate. Where are we
going?
What can we
take?
Do I need a
passport and visa?
How about work
permits?
How long will it take us to get
there?
Money
exchange?
Where is the office and
where is a good place to
live?
61. 61
Job-Related Factors
There are differences in the way people approach tasks and problems
across different cultures, and this can have an impact on the learning
process. The ability to transfer knowledge and skills in a culturally-
sensitive manner perhaps should be an integral part of pre-departure
training programs.