Advocate for training and development programs for the MNEs global managers and workforce.Identify the challenges of training an international workforce (language and culture).The training and development of international assigneesDevelop a global mindset, global competencies, and global leadership in the global enterprises.Improve the effectiveness of global and virtual teams.

Training in the MNEIssues related to global training and developmentVirtual and global teamsCharacteristics and development of a global mindsetCross-cultural preparation for international assigneesGlobal trends in training and development

Table 1. Training andEducation DifferentiatedTrainingEducationApplicationTheoreticalOrientationJobExperienceClassroomLearningSpecificTasksGeneralConceptsNarrow/PerspectiveBroadPerspectiveTrainingrefers to the process of imparting specific skills.Developmentrefers to the learning opportunitiesdesigned to helpemployees grow.Educationis theoretical learning in classroom.Though training and education differ in nature and orientation, they are complementary. Anemployee,for example,whoundergoestrainingispresumedtohavehadsomeformaleducation. Furthermore, no training programme is complete without an element of education.Infact,thedistinctionbetweentrainingandeducationisgettingincreasinglyblurrednowadays. As more and more employees are called upon to exercise judgments and to choosealternative solutions to the job problems, training programmes seek to broaden and developthe individual through education. For instance, employees in well-paid jobs and/or employeesin the service industry may be required to make independent decision regarding there workandtheirrelationshipwithclients.Hence,organizationmustconsiderelementsofbotheducation and training while planning there training programmes.Developmentreferstothoselearningopportunitiesdesignedtohelpemployeesgrow.Developmentisnotprimarilyskill-oriented.Instead,itprovidesgeneralknowledgeandattitudes which will be helpful to employees in higher positions. Efforts towards developmentoften depend on personal drive and ambition. Development activities, such as those suppliedby management developmentalprogrammes, are generally voluntary. Training the process of imparting specific skillsEducation is theoretical learning in classroom

Think and act globallyEquidistant global learning organizationFocus on the global system, not the partsGlobal leadership skillsEmpower teamsLearning as a core competencyReinvent yourself and the global organization

Localization vs. Integration

Adjusting vs. Non-adjusting

Foreign subsidiary as home companyForeign subsidiary as integral part of HQ

HR must make efforts to understand local practices and legal system, as well as culture.One training program for any country

Localized approach to Global T&D:CultureLearning stylesEducation levels and formsLanguageLawsTransfer of training

Country High PDI/Strong UAI Didactic Training Technique

Mexico ReadingsVenezuela PanelBrazil LectureIndia Case studiesIsrael Role playsNew Zealand FishbowlSweden T-group Weak UAI/Low PDI ExperientialPDI power distance = acceptance of status diff b/n student and instructorUAI uncertainty avoidance = unwillingness to take risks and try new things

Common processes, practices and principlesE-learning

Creating a Global Team: Size Effectiveness Contextual variables Best practices

Multiple definitions:Global mindset - one that combines an openness to and awareness of diversity across cultures and markets with a propensity and ability to see common patterns across countries and markets.Personal and professional aspects

The ability to master and effectively apply multiple competenciesWork and communicate with multiple culturesManage global complexity, contradiction and conflictManage organizational adaptabilityManage multicultural teamsManage uncertainty and chaos

CompetencyDescriptionInquisitivenessLove to learn and are driven to understand and master the complexity of the Global Business EnvironmentPerspectiveView uncertainty as an invigorating and natural aspect of the businessCharacterLeaders ability to connect emotionally with people of different backgrounds and culturesSavvyAbility to recognize global business opportunities in order to capitalize on them.

Transnational skillsTransnationally competent managerTraditional international managers Global perspectiveUnderstand worldwide business environmentfrom a global perspectiveFocus on a single foreign country and on managing relationships between HQs and that country Local responsivenessLearn about many culturesBecome an expert on one culture Synergistic learningWork with and learn from people of many cultures simultaneouslyWork with and coach people in each foreign culture separately or sequentiallyCreate a culturally synergistic environmentIntegrate foreigners into theOrganizational headquarters national organizational culture Transition and adaptationAdapt to living in many foreign culturesAdapt to living in a foreign culture Cross-cultural interactionUse cross-cultural interaction skills on a daily basis throughout assignmentsUse cross-cultural interaction skills primarily on foreign assignments CollaborationInteract with foreign colleagues as equalsInteract within clearly defined hierarchies of structural and cultural dominance Foreign experienceTranspatriation for career and organization developmentExpatriation or inpatriationprimarily to get the job done

Geocentric main goal is to create an organization with a globally integrated business system with the worldwide leadership perspectives.

Main characteristics for the employees of such organizations:Multiple-language skillsMultiple-culture experience

Four Ts (training, transfer, travel, team)Developing a new perspectiveExperiential learning

Sacrifices the things that the assignee is losing due to moving on assignment.

Culture shock/reversed cultural shock the period of adaptation to the new culture, surroundings, habits

Orientation provision of not only IA but also his family members with adequate and accurate information about the assignment.Training developing of skills and sensitivities to cultural issues. Example: local customs, politics, cultural sensitivity, food and beverages. As well as the background information on the company in the country of assignment.

Establishing and maintaining relationshipsHost government/home governmentInternal/external with the firmFamily/single assigneePreparation objectivesTerms and conditions of the assignmentIncrease skills, cultural awareness and knowledge of languageForms of trainingPre-departureSimulations and case studiesPost-arrivalTraining outcomesAwareness of the needs and expectationsAwareness of possible problems

Cognitive acquisition of knowledge and facts about the culture (history, economics, sensitive areas, etc)Behavioral ability to adapt to diverse conditions, to communicate in other culturePerformance ability to perform well in the assigned business tasks in another culture, including all appropriate skills. Counseling Deals with mechanics of the move abroad compensation, benefits and taxes

Training should focus on three following things:

Behavioral awarenessCultural understandingPractical application

Parent country managersDevelopment of local staff

Identify and develop management talentCommon practicesManagement shortage

What is a crucial role in a companys ability to provide products and services, as well as in a countrys ability to increase productivity and economic growth??? People employeesSouth Africa where our human resources are underdeveloped and the potential of South Africans has not yet been fully realized.

THANK YOU FOR YOUR ATTENTION

In simple terms, training and development refers to the imparting of specific skills, abilities and knowledge toan employee. A formal definitionof training &development is itis any attempt to improve current or future employee performance by increasing an employeesability to perform through learning, usually by changing the employees attitude or increasinghis or her skills and knowledge.The need for training & development is determined by the employees performancedeficiency, computedas follows: Training & Development need = Standard performance Actual performance.*Think and prepare for a presence in all the critical markets in the worldMake all the facilities to learn from all cultures in any manner and anytime possibleDevelopment programs need to focus on breaking down the boundaries b/n countries or customers and suppliers.Development program should require competencies different from those needed in the domestic marketplace.Multinational teams should be a major tool in the development of cross-cultural competencies.Global organization should become a global learning organization so that learning and development permeates all that the organization does.Constant self-development must be the cornerstone of strategies for success for both individuals and organizations.

*In a company with a global mindset, people view cultural and geographic diversity as opportunities to exploit and are prepared to adopt successful practices and good ideas wherever they come from.

**No country can sustain economic development and international competitiveness if its human resources are not developed to contribute significantly to the economy.It is thus not surprising that South Africa has one of the most comprehensive national skills development systems in the world. The legacy of apartheid and the resulting poverty, unemployment and skills gaps need to be eliminated if South Africa wants to improve its ratings as a competitive nation. Apart from the skills development legislation, South Africa now has additional national mechanisms to accelerate skills development, such as the National Skills Development Strategy (NSDS) and the Joint Initiative on Priority Skills Acquisition (JIPSA), in support of the Accelerated and Shared Growth Initiative for South Africa (ASGISA). JIPSA aims to increase the development of skills needed for economic growth in South Africa. Various initiatives are used to accelerate skills development, including sending people abroad to acquire the critical skills needed in priority areas such as science and engineering.Despite these positive developments and the emphasis placed on skills development, the field of ETD as a professional occupation is relatively new to South Africa. In leading nations such as the USA and UK, this profession has been developing over many decades. The American Society for Training and Development (ASTD), for example, has championed the science and practice of training, at both a national and international level, for more than 60 years. In South Africa the science of ETD is under two decades old, however significant progress has been made in the last decade. Today, with all the South African Qualifications Authority (SAQA) and skills development legislation on the side of ETD practitioners, it is essential to supplement the legislative framework with sound and professional ETD practices.*