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10Chapter

Special Issues inSpecial Issues inTraining andTraining and

EmployeeEmployeeDevelopmentDevelopment

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Trainers are often forced to deal with aTrainers are often forced to deal with a

wide variety of important issues that fallwide variety of important issues that falloutside the traditional discussion of theoutside the traditional discussion of the

components of instructional systemcomponents of instructional system

design.design.

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Training Issues Resulting from the ExternalTraining Issues Resulting from the ExternalEnvironment:Environment:

Legal Issues

Cross-Cultural Preparation

Managing Work

Force Diversity School-to-Work

Transition

Welfare-to-Work Programs

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Training Situations That May Result in LegalTraining Situations That May Result in Legal Action: Action: (1 of 2)(1 of 2)

Failing to provide required trainingIncurring employee injury during a training activityIncurring injuries to employees or others outside thetraining sessionIncurring breach of confidentiality or defamationReproducing and using copyrighted material intraining classes without permissionExcluding women, minorities, and older fromtraining programs

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Training Situations That May Result in LegalTraining Situations That May Result in Legal Action: Action: (2 of 2)(2 of 2)

Not ensuring equal treatment while in trainingRequiring employees to attend training programsthey find offensiveRevealing discriminatory information during atraining session Not accommodating trainees with disabilities

Incorrectly reporting training as an expense or failing to report training reimbursement as income

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C rossC ross--C ultural PreparationC ultural Preparation

CrossCross--cultural preparationcultural preparation involves educatingemployees and their families who are to be sent to aforeign country (i.e., expatriates )

To successfully conduct business in the globalmarket place, employees must understand the

business practices and the cultural norms of differentcountries

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Types of Employees in Global C ompaniesTypes of Employees in Global C ompanies

P arent P arent--country national:country national: Employee whosecountry of origin is where the company has itsheadquarters (i.e., expatriate ) H ost H ost--country national:country national: Employee from the hostcountryThird Third--country national:country national: Employee who has acountry of origin different from both the parentcountry and host country where he or she works

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H ofstedes C ultural DimensionsH ofstedes C ultural Dimensions

P ower Distance

Uncertainty Avoidance

Individualism CollectivismMasculinity Femininity

Long-term Short-term Time

Orientation

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To prepare employeesfor cross-cultural

assignments,companies need to provide cross-cultural

training.

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To be successful in overseas assignments,To be successful in overseas assignments,expatriates need to be:expatriates need to be:

1 . Competent in their area of expertise2. Able to communicate verbally and nonverbally

in the host country3. Flexible, tolerant of ambiguity, and sensitive to

cultural differences4. Motivated to succeed, able to enjoy the

challenge of working in other countries, andwilling to learn about the host countrysculture, language, and customs

5. Supported by their families

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F oreign AssignmentsF oreign Assignments

Foreign assignments involve three phases:P re-departure P haseOn-Site P haseRepatriation P hase

Training is necessary in all three phases

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PrePre--departure Phasedeparture Phase

Employees need to receive language training andan orientation in the new countrys culture andcustoms

The family should be included in the orientationExpatriates and their families need information abouthousing, schools, recreation, shopping, and health care

facilities in the area where they will liveExperiential training methods are most effective inassignments that require significant interpersonalinteraction with host nationals

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O nO n--Site PhaseSite Phase

Training involves continued orientation to thehost country and its customs and cultures throughformal programs or through a mentoringrelationship

Expatriates and their families may be paired with amentor from the host country who helps them

understand the new, unfamiliar work environment andcommunity

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Repatriation PhaseRepatriation Phase

P repares expatriates for return to the parent company andcountry from the foreign assignment

Expatriates and their families are likely to experience highlevels of stress and anxiety when they return because of thechanges that have occurred since their departure

Many expatriates decide to leave the company because theassignment they are given upon return has less responsibility,challenges, and status than the foreign assignment

Employees should be encouraged to self-manage the

repatriation process

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Implications of C ultural Dimensions for Implications of C ultural Dimensions for Training Design:Training Design: (1 of 2)(1 of 2)

Cultural Dimension Implications

Individualism Culture high in individualism expects participation inexercises and questioning to be determined by status in thecompany or culture.

Uncertainty Avoidance

Culture high in uncertainty avoidance expects formal instructional environments.Less tolerance for impromptu style.

Masculinity Culture low in masculinity values relationships with fellow trainees.Female trainers less likely to be resisted in low-masculinity cultures.

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Implications of C ultural Dimensions for Implications of C ultural Dimensions for Training Design:Training Design: (2 of 2)(2 of 2)

Cultural Dimension Implications

Power Distance Culture high in power distance expects trainer to be expert.Trainers expected to be authoritarian and controlling of session.

Time Orientation Culture with long-term orientation will have trainees who arelikely to accept development plans and assignments.

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Managing Work F orce DiversityManaging Work F orce Diversity

M anaging diversity M anaging diversity involves creating an environment thatallows all employees to contribute to organizational goals andexperience personal growth

This includes:Access to jobsFair and positive treatment of all employees

Managing diversity requires the company to develop employees sothat they are comfortable working with others from a wide varietyof ethnic, racial, and religious backgrounds

Managing diversity may require changing the company culture

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The goals of diversity training are:The goals of diversity training are:

To eliminate values, stereotypes, and managerial practices that inhibit employees personaldevelopment

To allow employees to contribute toorganizational goals regardless of their race, age,

physical condition, sexual orientation, gender,family status, religious orientation, or cultural

background

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H ow Managing C ultural Diversity C anH ow Managing C ultural Diversity C anProvide C ompetitive AdvantageProvide C ompetitive Advantage (1 of 2)(1 of 2)

Argument Rationale

1. Cost As organizations become more diverse, the cost of a poor job in integrating workers will increase.Those who handle this well will thus create cost

advantages over those who dont.2. Resource Acquisition Companies develop reputations on favorability as

prospective employers for women and minorities.Those with the best reputations for managing diversity will be the most attractive employers for women and minority groups. An important edge in a tight labor market.

3. Marketing The insight and cultural sensitivity that members withroots in other countries bring to the marketing effort should improve these efforts in important ways.

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H ow Managing C ultural Diversity C anH ow Managing C ultural Diversity C anProvide C ompetitive AdvantageProvide C ompetitive Advantage (2 of 2)(2 of 2)

Argument Rationale

4. Creativity Diversity of perspectives and less emphasis onconformity to norms of the past should improve the level of creativity.

5. Problem Solving Heterogeneity in decisions and problem-solving groups potentially produces better decisions through a wider range of perspectives and more through critical analysisof issues.

6. System Flexibility An implication of the multicultural model for managing

diversity is that the system will become less determinant,less standardized, and therefore more fluid.The increased fluidity should create greater flexibility toreact to environmental changes (i.e., reactions should befaster and cost less).

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C ycle of disillusionment resulting from managingC ycle of disillusionment resulting from managingdiversity through adherence to legislation:diversity through adherence to legislation:

Minorities and WomenLeave the Organization

Organizational Status Quo

ProblemIdentification

Action Relaxation

FrustrationDisillusionment

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Diversity Training ProgramsDiversity Training Programs (1 of 3)(1 of 3)

D iversity training D iversity training - training designed to changeemployee attitudes about diversity and/or developing skills needed to work with a diverse

work force

Diversity training programs differ according to

whether attitude changeattitude change or behavior changebehavior change isemphasized

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Diversity Training ProgramsDiversity Training Programs (2 of 3)(2 of 3)

A ttitude Aw areness and Change P rograms A ttitude Aw areness and Change P rogramsFocus on increasing employees awareness of differences in cultural and ethnic backgrounds,

physical characteristics, and personal characteristicsthat influence behavior toward othersThe assumption is that by increasing their awarenessof stereotypes and beliefs, employees will be able toavoid negative stereotypes

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Diversity Training ProgramsDiversity Training Programs (3 of 3)(3 of 3)

B ehavior B ehavior- - B ased P rograms B ased P rogramsFocus on changing the organizational policies andindividual behaviors that inhibit employees personalgrowth and productivityOne approach is to identify incidents that discourageemployees from working up to their potentialAnother approach is to teach managers and employees

basic rules of behavior in the workplaceCultural immersionCultural immersion is also used

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C haracteristics of Successful DiversityC haracteristics of Successful DiversityEfforts:Efforts:Top management provides resources, personallyintervenes, and publicly advocates diversityThe program is structuredCapitalizing on a diverse work force is defined as a

business objectiveCapitalizing on a diverse work force is seen necessary togenerate revenue and profitsManager involvement is mandatory

The program is seen as a culture change, not a one-shot programBehaviors and skills needed to successfully interact withothers are taughtManagers are rewarded on progress toward meetingdiversity goals

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Training Issues Related to Internal Needs of Training Issues Related to Internal Needs of the C ompanythe C ompany

The companys internal environment results in pressures which influence training practices:

The need to train managerial talentTraining and development opportunities for allemployees (regardless of their personal characteristics )Use of the companys compensation system to

motivate employees to learn

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Training Issues Related to Internal Needs of theTraining Issues Related to Internal Needs of theCompany:Company:

Basic Skills Training Melting the GlassCeiling

Joint Union-Management Programs

Succession Planning

Developing Managerswith Dysfunctional

BehaviorsTraining and Pay Systems

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The Succession Planning ProcessThe Succession Planning Process

1. Identify what positions are included in the plan2. Identify the employees who are included in the

plan3. Develop standards to evaluate positions4. Determine how employee potential will be

measured 5. Develop the succession planning review 6. Link the succession planning system to other

human resource systems

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Training and Pay SystemsTraining and Pay Systems

Training is increasingly linked to employeescompensation

skill-based pay systemsknowledge-based pay systems

Employees pay is based primarily on theknowledge and skills they possess rather than the

knowledge or skills necessary to perform thecurrent job