International Training and Development

Chapter 5
Training and development. Develop up to date
skills and knowledge and abilities. It includes
employee training, education and career
development.
Ongoing retraining is necessary to accommodate
technological changes. It is a process of acquiring
new skills to do job properly. Training changes
employees’ attitudes and behavior.
Development of employee is necessary to prepare
organizations for future challenges.
Career planning identifies paths and activities for
individual employees as they develop within the
organization.
What is Training? Scholars‘ Definition
Jack Halloran: Training is the process of
transmitting and receiving information related to
problem solving.
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Mathis and Jackson: Training is a learning process
whereby people learn skills, concept, attitudes, and
knowledge to aid in the achievement of goals.

Gary Dessler: Training is the process of teaching

new employees the basic skills they need to
perform their jobs.
Decenzo & Robbins: programs that are more
present day oriented, focuses on individual’s
current jobs, enhancing specific skills and abilities to
immediately perform their job called training.
Ricky W. Griffin: Training usually refers to the
teaching operational or technical employees how to
do the job for which they were hired.

What is Development?
Lots of time training is confused with development,
both are different in certain respects yet
components of the same system. Development
implies opportunities created to help employees
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grow. It is more of long term or futuristic in nature
as opposed to training, which focus on the current
job. It also is not limited to the job avenues in the
current organization but may focus on other
development aspects also.

The training for the top level employees is

considered as development, also known as
management or executive development. It is an on-
going systematic procedure in which managerial
staff learns to enhance their conceptual, theoretical
knowledge. It helps the individual to bring efficiency
and effectiveness in their work performances.
Development is not only limited to a particular task,
but it aims to improve their personality and attitude
for their all-round growth which will help them to
face future challenges. It changes the mindset of
the employees and makes them more challenging
or competing.

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As the technology needs updating, the manpower
of the organization also needs to be updated, so the
development is a must. Development is
an educational process which is unending, as
education has no visible end. It involves training a
person for higher assignments. It digs out the
talents of the managerial staff and helps in applying
the new knowledge, which is a requirement of the
organization.
Coaching, mentoring, counseling, job-rotation, role
playing, case study, conference training, special
projects are some of the methods of development.
TRAINING DEVELOPMENT
Training is meant for operatives Development is meant for
executives
It is reactive process It is pro- active process
AIM: To develop additional skills AIM: To develop the total
personality
It is short term process It is continuous process

OBJECTIVE: To meet the present OBJECTIVE: To meet the future

need of an employee need of an employee
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Initiative is taken by the Initiative is taken by an individual.
management
Key Differences between Training and Development

• The major differences between training and development

are as under:
• 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.
• 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.
• 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.
• 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.
• 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.
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 • Many individuals collectively attend the training program.
Development is a self-assessment procedure, and hence,
one person himself is responsible for one’s development.

The merits of the training

• 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
organization.
• It builds confidence in the employees for doing
a job.
• Decreased employee turnover.
• Lesser chances of accidents.

Reasons of Training for New Employees

1. To make them familiar with many aspects of jobs
and aspect of organization.

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2. To develop their skill and abilities to do the job
more effectively and efficiently.
3. To change their behavior to the right direction.
Reasons of Training for Old Employees
1. Old employees should be provided training to
make them familiar to the changing situation of
the organization and to the changing
environment both internal and external in the
organization.
2. When they are transferred or promoted from
one job to another job, one unit to another
unit, one branch to another branch, one place
to another place, one factory to another factory
one country to another country they should be
provided training to make them familiar to new
jobs and new environment at the new work
place.
Training and Development Process
Four steps are involved in training and development
process.
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 1. Assessing of training and development needs.
2. Establishing of Training and Development objectives.
3. Determining of contents of training and
development program.
4. Deciding of learning principles.

1. Assessing of training and development needs

In this step the trainers assess which employee needs
training and what types of training should be needed.
Secondly, trainer also decides the present problems and
future challenges which are to be handled or met
providing proper training to the employees and executives
of the organization.
Thirdly, trainer also determines the changes of
environment both internal and external that creates the
needs for training of the employees and managers of the
organization.

2. Establishing of Training and Development objectives

In step no-1, many training needs of the employees may
arise, but all the training needs can not be met by a single
training program.

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Therefore separate training and development program
should be undertaken by the organization and each of the
training program should have specific objective or
objectives and these objectives should be established
before starting the training and development program.

3. Determining of contents of training and development

program
In this step of training and development process the
contents of training or the subject matter of training or the
topics of training and development must be established
before starting the training to achieve the objectives of
training and development program.

4. Deciding of learning principles.

To help the employees and to learn the contents of
training some learning principles should be observed by
the trainers in conducting the training program. This
principle may be pretesting, repetition, post-testing, and
feedback.

Methods or techniques
Methods or techniques of training can be classified into
two broad groups.
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 1. On-the job training methods
2. Off-the job training methods
1. On-the job training methods
On-the job training methods include the
followings-
I. Job instruction training
It is used for providing training for the operating
people. Here training is given directly on the job on
which the trainee is selected.
Here the trainer gives an overview about the job,
objectives, outcome of the job.
Then he demonstrates the job in practical situation and
the trainee observes him. When the demonstration is
over the trainee is asked to practice.

II. Job rotation training

It is used for providing training both the operating people
and the manager.

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In this method the trainee is moved from one job to
another job and in every movement he learns the
new job.

III. Apprenticeship training

It is used for providing training to the operating people.
Here a worker is placed in a job for which he was
selected and he learns the job under the supervisor
of a long experienced co-worker.
Internship and assistantship are also same to apprentices
but these two are used in case of executive and
professionals.

IV. Coaching
It is used for providing training to the manager. But it is
not the part of regular training program of the
organization.
Here the managers teaches to his subordinate some
activities so that in his absence the activities can be
done by the subordinate or fill the vacant position.

2. Off-the job training methods

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 Off-the job training methods include-
V. Lectures
VI. Video Presentation
VII. Vestibule training
VIII. Role playing
IX. Behavior modeling
X. Case study
XI. Simulation
XII. Self study
XIII. Programmed learning
XIV. Laboratory Training

Evaluation of the training program

The effectiveness of a training program can be evaluated
on the basis of the following 4 outcomes of training.
1. The reactions of the trainees to the contents or subject
matters of training and also to the training process.
2. The knowledge and learning acquired by the trainees
through the training programs.
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3. The changes in attitudes and behaviour of the trainees
resulted from the training program.
4. The measurable results or improvements in the
individuals and organizations such as lower rate of
employee turnover lower rate of accidents, lower rate
of absenteeism.

Steps of evaluating the training program

The following six steps are involved in the evaluation of a

training program.
1. Establishing evaluation criteria
2. Pretesting
3. Training and development
4. Post testing
5. Transferring to the job
6. Follow up study

Developing International Staff and Multinational Teams

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 • Training for expatriate managers involves obtaining
skills for a particular foreign posting
– Language training: Can improve
expatriate’s effectiveness, aid expatriate
in adjusting to foreign culture, and fosters
a better firm image
– Cultural training: Can foster an
appreciation of the host country’s culture
and help in expatriate adjustment
– Practical training: Can help expatriate and
family to ease into day-to-day life of the
host country
Management development programs for expatriate
managers increase overall skill levels by:
– ongoing management education
– rotations of managers through jobs within
the global firm to give them varied
experiences
• Management development is often used as a
strategic tool to build a strong unifying culture and
informal management network, both of which are
supportive of a transnational and global strategy.

Expatriate Training
• In order to compete successfully in a global market,
more firms are focusing on the role of human
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 resources as a critical part of their core competence
and source of competitive advantage. The human
resource refers to the accumulated stock of
knowledge, skills, and abilities that the individuals
possess which the firm has built up over time into an
identifiable expertise.
• Training and development activities are part of the
way in which the multinational builds it stock of
human resources. An indication of the importance of
this is the increasing number of multinationals that
have established their own `universities `or `schools`.
Motorola , McDonald's and Disney universities are
good examples of these in-house training centers.
Several European, Japanese and Korean firms have
similar arrangements, such as the Lufthansa business
school and the Eriksson management.

International assignments as a training and development tool

• Expatriates are trainers

• Expatriates show how systems and procedures work, ensure
adoption, and monitor performance of HCNs
• International assignments a form of job rotation –
management development
• The international assignment in itself is an important
training and development tool

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 • Expatriates are trainers, as part of the transfer of knowledge
and competence between the various units-a major
rationale for the use of international assignments. Whether
implicitly stated, they are expected to assist the
multinational train and develop HCNs, that is, train their
replacements.
• Expatriates are also expected to ensure that systems and
processes are adopted, and inevitably they will be engaged
in showing how these systems and processes work, in
addition to monitoring the effective performance of HCNs.
• One of the reasons for international assignments is
management development. A move into another area-job
rotation- is a useful way for employees to gain a broader
perspective.

International training and development

How do multinational firms maintain and leverage its

human resources so that suitably trained, internationally

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 oriented personnel are available to support its strategic
responses and contribute to its core competencies?
To breach the differences and support the organization’s
vision, human resource training and development turns to
pre-departure training activities that are mainly concerned
with developing cultural differences.

Culture
A shared system of
• meanings,
• beliefs,
• values
• behaviours
through which experience is interpreted and carried out

Forces Shaping Individual Culture

Urbanization Nationalism Colonisation

Education

Migration
Industrialization
Personal Culture
Minority
Experience Social
background
Values
World-views
Cross-cultural
Adjustments Beliefs Ethnic
background
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Behaviours
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Profession
Religion
Gender Language
Components of effective pre-departure training

1. Cultural awareness programs

It is generally accepted that, to be effective, the
expatriate employee must adapt to and not feel
isolated from the host country. A well-designed,
cultural awareness training program can be extremely
beneficial.
The components of cultural awareness programs vary
according to country of assignment, duration,
purpose of the transfer and the provider of such
programs.

Tung proposed a contingency frame work for

deciding the nature and level of rigor of training.
The two determining factors were: (a) the degree of
interaction required in the host culture and (b) the

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 degree of similarity between the host culture and the
new culture.
If a is low & b is high training should focus on task
and job related issues and the level of rigor necessary
for effectiveness is low
If a is high & b is low training should focus on cross
cultural skill development in addition to the new task.
The level of rigor should be moderate to high.

Mendenlhall, Dunbar and Oddou revised Tung’s

model. They proposed three dimensions: training
methods, level of training, rigor, and duration of
training, relative to degree of interaction and culture
novelty. These provide useful guidelines for
determining an appropriate program

The Mendenhall, Dunbar and Oddou cross-cultural training model

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 2. Preliminary visits

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 3. Language training

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 4. Practical assistance

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 5. Training for the training role

6. TCN and HCN expatriate training

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 7. Non-traditional assignments and training
Pre-departure training should also be provided for
employees on short-term assignments, on non-standard
assignments such as commuting and to international
business travelers- the non-expatriates.

Effectiveness of pre-departure training

• Limited data on how effective such training is
and what components are considered most
essential:
– Use of mixture of methods makes evaluation of
which method is most effective difficult to
isolate
– Large diversity of cultures involved
– What works for one may not work for another
– Complex jobs in multiple cultural contexts

Developing staff through international assignments

• Management development
– Individuals gain international experience which
assists career progression
– Multinational gains through having a pool of
experienced operators on which to draw
• Organizational development
– Stock of knowledge, skills and abilities
– Global mindset
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 – Expatriates as agents of direct control and
socialization

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International Cadre: Another Choice

• Separate group of expatriate managers who

specialize in a career of international
assignments
 Have permanent international assignments
 Move from international assignments to
international assignments
 Recruited from any country
 Sent to worldwide locations to develop cross-
cultural skills.

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How international teams benefit the multinational

• Fosters innovation, organizational learning and

transfer of knowledge
• Assists breaking down of functional and national
boundaries
• Encourages diverse inputs
• Assists in developing broader perspectives
• Develops shared values

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