Global Training and Development for employees

Q 1. Why do you think there is so much variation in how companies handle global training and development for their emoployees?
Q 2. What kinds of additional training might be used for managers on a new overseas assignment?
Q 3. Assume that you have been in an overseas assignment for 2 years but are now preparing to return home. What might you do to prepare for this transition?

Global Training and Development for employees

Global organizations or MNCs face the challenges of training and development of their employees when it comes to operate in a region other than homeland. Is there any additional training or development required for employees to operate globally? The answer is “Yes”. Before identifying the needs of employees in T&D, we need to understand the causes of variation in normal training and international training.
The first and the foremost reason that makes employee to go for such training is “cultural factor”. The work culture of USA and work culture of India is not same. For ex- In USA the work hour is 8 hours only but in India, you may have to work for 9-12 hours depending on workload. Even in USA, employees keep professional relationship with clients only but in India, you may have to go for personal relationship for business. It is not just culture, it can be politics, economic condition, ethical consideration, technology, legal factors etc. can change the work pattern of an individual. Depending on place, the need of training and development changes. [Baek, W., et.al2018] 
How does an organization handle this?
•    At first organization explains the need of training and development of employees to carry their task in other location.
•    In next phase, employees are asked to attend the training program where for a certain period of time training of work culture, pattern, the regional tradition, people understanding etc. are taught either at home land or at the new place by the regional trainer. [Zou,]
•    It is obvious that no one would like to go outside homeland thus organizations offers promotion and increment in compensation as a sign of motivation. The organization shows it as growth prospects for employees.
•    A continues monitoring is done to the employees to see how far they learnt the regional pattern of work and tradition there. 

Additional training for managers to take overseas assignment

Normally it is seen that when the assignee’s expectation is not met in overseas assignment, his or her performance goes down and that affects the business. Before you assign a manager, every MNCs need to check that the person and his/her family are ready to accept the overseas assignment task. The company also needs to assume that the person will take some time to adapt the regional environment. [Escôteaux, N et.al2017]
Here are the training that can be given to make him/her adjust with overseas environment.
Didactic training- It is a training about cultural information about the region which is given before departure or just after arrival of employee in new place. 
Experiential training- It is the training which involves simulation or workshop of actual working environment to give the employee experience of that new place. 
Attribution training- This is a skill development training which is given to think and act like the new region people. (Understanding national behaviour)
Language training- Countries like China, Germany, Japan, Korea etc. doesn’t follow English even in their work culture thus a basic regional language training is given.
Cross cultural training- Extensive training is to understand verbal cues of people of that region to avoid cross cultural communication barrier.

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Returning home after 2 years of overseas assignment- Transition needed? 

The foremost problem that an employee faces is when the employees are called back to home soil after long gap like 2 years. If I have been in that situation, these would have been the preparation of mine-
•    I would prepare myself mentally that finally I am going home to meet my family, friends and culture. 
•    I would start practicing the daily routine that changed over 2 years, in accordance to my home land. Especially the working hours, eating habits, dressing and meeting people.  
•    I would expect my organization to give me some time to adjust with my home environment again and also to provide growth opportunity and compensation revision.
•    I would take training from the homeland trainers from the company to re-introduce my work pattern to continue my work here.
•     If I came here with my family, then I need to do financial analysis in homeland so that before I start working there, I could settle myself and my family comfortably. 
•    A basic training will be needed to adapt myself to existing working environment of homeland. [Stein,]
In this case, my organization needs to play a crucial role for relocating to my homeland. I might have made friends and business clients over there which may affect if I leave them there. If the company allows to keep contact with them, then it would be easier to come back home.


Baek, W., & Cho, J. (2018). Identifying the Virtuous Circle of Humanity Education and Post-Graduate Employment: Evidence from a Confucian Country. Sustainability, 10(1), 202.
escôteaux, N., Chagnon, V., Di Dong, X., Ellemo, E., Hamelin, A., Juste, E., ... & Charles, D. (2017). Expanding the Haitian rehabilitation workforce: employment situation and perceptions of graduates from three rehabilitation technician training programs. Disability and Rehabilitation, 1-10.
Zou, X., Cable, D., Wildschut, R., & Sedikides, C. (2017). Nostalgia for host culture facilitates repatriation success: the role of self-continuity. Self and Identity.
Stein, B., & Cuny, F. C. (2017). Repatriation Under Conflict.

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