Chapter 4
Special Issues in Training and Employee
Development
Situations That may Result in Legal Action
Failing to provide required training or provide inadequate training
Inquiring employee injury during a training activity
Inquiring injuries to employees or others outside the training session
Reproducing and using copyrighted material in training classes without
permission
Not ensuring equal treatment while in training
Requiring employees to attend training programs they may find offensive
Not accommodating trainees with disabilities
Excluding women, minorities and older from training programs
8-2
Training Issues Resulting From
the External Environment
Cross-cultural preparation - involves
educating employees (expatriates) and
their families who are to be sent to a
foreign country.
Expatriates - people who work in a country
other than their country of origin.
8-3
Training Issues Resulting From
the External Environment (cont.)
To be successful in overseas
assignments, expatriates need to be:
Competent in their area of expertise.
Able to communicate verbally and nonverbally
in the host country.
Flexible, tolerant of ambiguity, emotionally
stable, outgoing and agreeable, and sensitive
to cultural differences.
8-4
Training Issues Resulting From
the External Environment (cont.)
To be successful in overseas
assignments, expatriates need to be:
Motivated to succeed, able to enjoy the
challenge of working in other countries, and
willing to learn about the host country’s
culture, language, and customs.
Supported by their families.
8-5
Training Issues Resulting From
the External Environment (cont.)
Foreign assignments involve three
phases:
Pre-departure phase
On-site phase
Repatriation phase
8-6
Training Issues Resulting From
the External Environment (cont.)
Pre-departure phase
Employees need to receive language training
and an orientation in the new country’s
culture and customs; the family should be
included in the orientation.
Expatriates and their families need
information about the various facilities in the
area where they will live.
Employees must discuss with their managers
how the foreign assignment fits into their
career plans and what type of position they
can expect upon return. 8-7
Training Issues Resulting From
the External Environment (cont.)
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.
8-8
Training Issues Resulting From
the External Environment (cont.)
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.
Expatriates decide to leave the company
because the assignment they are given upon
return has less responsibility, challenges, and
status than the foreign assignment. 8-9
Training Issues Resulting From
the External Environment (cont.)
Virtual expatriates - an operation
abroad are assigned to manage without
being located permanently in that
country.
Allows the employee to manage globally while
keeping in close touch with the home office.
Are less expensive.
Expatriates may take longer to solve
problems because of the lack of a strong
personal relationship with local employees.
8-10
