Training and development are important for employees and organizations. Training focuses on developing skills for current job duties over a short period, while development focuses on building long-term knowledge, understanding, and competencies to handle future challenges. International assignments can benefit employees' careers if they have fewer assignments, assignments lasting around a year, or gain experience through visits rather than long expatriate roles, as these options allow employees to stay connected to their organization's social networks and advance more quickly to top positions.

1. TRAINING
Training is a learning process in which employees get an opportunity to develop skill,
competency and knowledge as per the job requirement. Learning with earning is
known as training. It helps the employees to understand the complete job requirements.
DEVELPOMENT
Development is an educational process which is concerned with the overall growth of
the employees.
Key Differences between Training and Development
The major differences between training and development are as under:
1. Training is a learning process for new employees in which they get to know
about the key skills required for the job. Development is the training process for
the existing employees for their all round development.
2. Training is a short-term process i.e. 3 to 6 months, but development is a
continuous process, and so it is for the long term.
3. Training focuses on developing skill and knowledge for the current job. Unlike,
the development which focuses on the building knowledge, understanding and
competencies for overcoming with future challenges.
4. Training has a limited scope; it is specific job oriented. On the other hand,
development is career oriented and hence its scope is comparatively wider than
training.
5. In training, the trainees get a trainer who instructs them at the time of training.
In contrast to development, in which the manager self-directs himself for the
future assignments.
6. Many individuals collectively attend the training program. Development is a
self-assessment procedure, and hence, one person himself is responsible for
one’s development.
Q: Why training and development becoming an important issue
• It results in higher productivity both quantitatively and qualitatively.
• It develops a number of skills in the employees.
• Improved performances.
• The cooperative environment of the organisation.

2. • It builds confidence in the employees for doing a job.
• Decreased employee turnover.
• Lesser chances of accidents.
• More motivated Staff
• More flexibility
• New technology
• Greater ability to deal with change
Q: Why employee gets motivated
There are several reasons why employee motivation is important. Mainly because it
allows management to meet the company's goals. ... Motivated employees can lead to
increased productivity and allow an organisation to achieve higher levels of output.
Imagine having an employee who is not motivated at work.
Q: why and how employee helps to his organization more flexibility
Flexibility is becoming more important in the workplace. As millennials and younger
generations enter the workforce, flexibility is one of the key criteria they consider when
choosing prospective employers.
In a recent study by Workplace Trends, 75 percent of employees listed work-life
balance as their top priority. In the war for talent, many companies are using it as a
selling point to recruit skilled employees.
Q: What are the benefits of Trainnig:
General Benefits from Employee Training and Development
• Increased job satisfaction and morale among employees.
• Increased employee motivation.
• Increased efficiencies in processes, resulting in financial gain.
• Increased capacity to adopt new technologies and methods.
• Increased innovation in strategies and products.
Q:What are the four components of pre-departure training progr
1. Cross-Cultural Awareness
2. Preliminary Visits Conclusion
3. Day-to-Day Assistance
4. Language Instruction

3. The combination of all four components of a pre-departure training program will lead
to a smooth transition to a foreign location for the organisation, the expatriate and their
partner/family.
- Positive result for the organisation
- Strengthen ties between the two branches/companies/countries
- Positive experience for the expatriate and their partner/family
- An employee entering a foreign location with no knowledge of its surroundings or
environment can experience severe culture shock
Q : what is cross cultural tranning
Cross cultural training refers to the training given to employees related to
thecultural differences between nations, the awareness of which helps in running
smooth business across the nations. Cross cultural training is essential for doing
business in present scenario involving multiple nations and cultures.
Based on management philosophy but highly concentrate on staffing approach:
Ethnocentric – Parent country
Poly centric – Host country
Geocentric – Best suited areas
Re-geocentric – Any where
Q: International training and development procees
Diagram
1. Cross cultural awaness
2. Pre departure trainning
Q: Cross Cultural Training Process or expatriates training process:
In order to make CCT effective, the HR manager follow the following stage:
1. identify the training and objective
2. idenity the types of global assignment for which the CCT is required
3. Determine the specific CCT needs
4. Establish the goals and measures for determing training effectiveness
5. Develop and deliver the CCT Program
Q: Training Strategy:
Training Strategy Bridge the gap between the capabilities of individuals hired and the
roles and responsibilities of the new job in international assignment.
1. 2. Need for T&D• MNCs increasingly use expatriates on short-term and long-
term international job assignments for a variety of purposes, such as:• to acquire
and transfer knowledge,• to manage a foreign subsidiary,• to fill a staffing
need,• to maintain communication,• coordination and control between

4. subsidiaries and corporate headquarters,• and to develop global leadership
competence
Q: Discuss the possible impact of international assignment of
employee’s career growth?
When deciding on whether to accept an international assignment one of the main
questions to ask is ‘will it add any value to my career?’s
International assignments are thought to contribute to one’s global mindset and global
leadership competencies, they help to build a worldwide social network of colleagues,
and provide a range of new career responsibilities. All these plusses suggest that
international experience is valuable, and should therefore lead to career advancement.
Consequently, in line with the widespread perception of international assignments as
career boosters, international assignment a positive impact of expatriation on career
advancement. Specifically, employees studied different variables related to
international assignments (e.g. length and number of assignments) and their influence
on career progress, which was measured in terms of the time that the executives took to
be appointed to the CEO position from the start of their career. Intriguingly, most of the
hypotheses were not supported.
In other words, the more assignments one has completed and the more time one has
spent outside the home organization, the slower is career progress. The main
explanation for these findings may be that international experience removes a
professional from his/her headquarters’ social networks. This is consistent with other
research that suggests that employees who are more central in a firm’s social network,
who occupy more central positions in the organization and who have greater access to
resources and information will advance faster
These results call for several actions to be taken by both the individual and the sending
organization. For example, the authors suggest that during the assignment expatriates
should ‘select someone in the home organization to provide them updates in the
headquarters, visit the home office frequently and encourage visits from headquarters

5. personnel, in order to stay active in the social networks of their employer’. On the part
of the employer, it is advisable that companies implement more effective career
management of repatriates. This will create a win-win situation when dealing with
long-term assignments, as these are usually more profitable for organizations than
short-term assignments and expatriates will be more willing to stay with the
organization upon repatriation. Moreover, it is recommended for expatriates to put the
terms of their assignment (e.g. benefits, return date, type of job available upon
returning) into writing before departure – although it is clear that these are not written
in stone and could still be modified.
In addition, the results show that the more international assignments an executive has
completed in organizations other than the current employer, the more time it takes to
reach the top. The researchers conclude that assignments at different companies slow
down one’s path to the top more than assignments at the same company. This suggests
that expatriates need to stay active within professional associations, so that they can
more easily change employers upon return if necessary.
The earlier the first international assignment occurs, the greater is the career benefit.
Assignments that started at later stages of one’s career were found to be detrimental to
the speed of ascent to the top.
Thus, when answering the question ‘do international assignments add value to one’s
career?’ the study findings should by no means be interpreted as negative. The results
imply that international assignments do add value to one’s career, although under
several conditions. The scholars sum up that ‘while it is important for professionals to
obtain international experience, those who embark on fewer assignments, have
assignments that last for a shorter time (1 year or so) or gain international experience
by staying in the company headquarters and periodically visiting foreign divisions may
reach top positions faster’.

6. personnel, in order to stay active in the social networks of their employer’. On the part
of the employer, it is advisable that companies implement more effective career
management of repatriates. This will create a win-win situation when dealing with
long-term assignments, as these are usually more profitable for organizations than
short-term assignments and expatriates will be more willing to stay with the
organization upon repatriation. Moreover, it is recommended for expatriates to put the
terms of their assignment (e.g. benefits, return date, type of job available upon
returning) into writing before departure – although it is clear that these are not written
in stone and could still be modified.
In addition, the results show that the more international assignments an executive has
completed in organizations other than the current employer, the more time it takes to
reach the top. The researchers conclude that assignments at different companies slow
down one’s path to the top more than assignments at the same company. This suggests
that expatriates need to stay active within professional associations, so that they can
more easily change employers upon return if necessary.
The earlier the first international assignment occurs, the greater is the career benefit.
Assignments that started at later stages of one’s career were found to be detrimental to
the speed of ascent to the top.
Thus, when answering the question ‘do international assignments add value to one’s
career?’ the study findings should by no means be interpreted as negative. The results
imply that international assignments do add value to one’s career, although under
several conditions. The scholars sum up that ‘while it is important for professionals to
obtain international experience, those who embark on fewer assignments, have
assignments that last for a shorter time (1 year or so) or gain international experience
by staying in the company headquarters and periodically visiting foreign divisions may
reach top positions faster’.