CROSS CULTURAL TRAINING
Prof. Preeti Bhaskar
Symbiosis Center For Management Studies,
Noida
Significant Cross cultural training (CCT)
Types of CCT
Conceptual Frameworks of CCT
Different models of CCT
Developing International Staff
Chapter Objectives
We examine these issues:
The role of training in supporting expatriate adjustment and onassignment performance.
Components of effective pre-departure training programs such as
cultural awareness, preliminary visits and language skills.
Relocation assistance and training for trainers are also addressed.
The effectiveness of pre-departure training.
The developmental aspect of international assignments.
Training and developing international management teams.
Trends in international training and development.
Fundamental difference between
Training and CCT?
Training
Based on management
philosophy, the training
could be organized any
where and for every one.
Cross Cultural Training
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
Types of CCT:
Environmental briefing geography, climate,
housing, and schools.
Cultural orientation cultural institutions, value
systems of the host county.
Cultural assimilators - inter cultural encounters.
Language training communication effectiveness
Sensitivity training to develop attitudinal
flexibility.
Field experience to make the expatriate
familiarize with the challenges of
assignment.
EXPATRIATE TRAINING
TRAINING
The extent of effort by trainees and trainers required to
prepare the trainees for expatriate positions
HIGH RIGOR TRAINING
LOW RIGOR TRAINING
1.
2.
3.
4.
Short time period
Lectures
Videos on local
culture
Briefings on
company
operations
1.
2.
3.
4.
Lasts over a month
Experiential learning
Extensive language
training
Often includes
interactions with
host country
nationals
Techniques: Field trips to
host country, meetings
High with managers experienced
Training in host country, meetings
Rigor with host country
nationals, intensive
language training.
Objectives: Develop
comfort with host country
national culture, business
culture, and social
institutions.
Techniques:
Experiential learning
exercises, role playing,
simulations, case
Midstudies, survival
level
language
training.
Training
Rigor
Objectives: General and
specific knowledge of
host country culture,
reduce ethnocentrism.
Techniques: Lectures,
videotapes, reading
background material.
Objectives: Provide
Low background information on
Training host country business and
Rigor national cultures, basic
information on company
operations.
To develop and design effective training, companies
must implement a system approach which includes:
1. Analysis of training needs of target population
2. Establishing training goals
3. Careful training design
Analysis of training needs of target population
Leadership skill
Initiative
emotional stability
Motivation
Ability to handle responsibility
Cultural sensitivity
To handle stress
Flexibility.
Training Goal
The goal of cross cultural training should be to equip the
trainees with knowledge, skills and attitudes which enable
them achieve the following three adjustments and
effectiveness which are indicators of international success:
Personality adjusted, i.e he / she feels happy and satisfied
with situation abroad.
Professionally effective if he performs his tasks, duties and
responsibilities on the job completely.
Inter personally adjusted and effective if he takes interest
in interacting with locals capably.
Design of Training
First level training to focus on learning about host countrys
culture, language, politics, business, geography, religious
values and history. Through seminars, videos, meetings
with citizens of the country before assignment begins.
Second level training deals about assignment itself.
Requirements of the position technical, managerial
knowledge needed company officials can do that before
leaving.
Third level training deals with preparing him for new job at
new location to be done by whom he is replacing.
Forth level training how he / she adjusts and adapts to new
environments, by providing assistance.
Fifth level training addresses re entry back home and
contact with people at home and visit home during vacation
Expatriate Training
PREDEPARTURE
Culture
awareness
program
Language skills
Personal
and
family orientation
Career planning
Practical Assistance
ASSIGNMENT
Language
Skills
Local mentoring
Stress training
Business issues
REPATRIATION
Financial
management
Reentry shock
Career
management
Pre-departure Phase.
Employees need to receive language training and an
orientation in the new countrys 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.
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
Types of Training and Development
Cultural Training
Understanding the culture of host country, enhance effectiveness,
familiarization trip before formal transfer.
Language Training
Managers ability to interact, help build rapport and improve managers
effectiveness.
Practical Training
Adjust to day to day life in host country, establish a routine, successful
adaptation, support network of friends
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.
Repatriation Phase.
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.
Developing staff through
International assignments
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
Expatriates as agents of direct control and socialization
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
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
countrys culture
Corporate Headquarter Activities
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.
26
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.
27
The Role of English as the Language of
World Business
Host-Country Language Skills and
Adjustment
Knowledge of the Corporate Language
The Role of English as the
Language of World Business
Exclusive reliance on English diminishes the
multinationals linguistic capacity. The
resultant lack of language competence has
strategic and operational implications as it
limits the multinationals ability to monitor
competitors and process important
information. Consider including language
training as a means of better communication
and the avoidance of ethnocentrism.
28
Host-Country Language Skills
and Adjustment
The ability to speak a foreign language can
improve the expatriates 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.
29
Knowledge of the
Corporate Language
When communicating with nonEnglish 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.
30
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?
Money
exchange?
How long will it take
us to get there?
31
Where is the office
and where is a good
place to live?
Do I need a
passport and
visa? How
about work
permits?
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.
32
Conceptual Frameworks of CCT
or Different models of CCT:
1. R. Tung (1981):
2. Mendelhall & Oddou (1987):
3. Black and Mendelhall (1989):
R. Tung (1981):
Mendelhall & Oddou (1987):
Black and Mendelhall (1989):
Expatriate career decision points:
D 1: Occurs during R & S for a specific assignment, where the expatriate
either apply or is informally selected, for an international assignment.
D- 2: Voluntarily withdrawal or reject the assignment)
D- 3: Premature Return ( unable to adjust)
D- 4: Final Exit ( the expatriate may decide to exit the organization.
D- 5: Re assignment either can be back into the parent organization or
the person may accept another international assignment.
D-6: Can be relevant at this stage, at the time of Repatriation with exit
organization. ( D = Decision)
However, these decisions points are based upon the issues that
related
to adjustment with host country culture, work life behaviour / job
performance and finally socio economic problem in family.
Personal ability and interest to develop international skill for
future growth.
