Abstract
Globalization has led to the increase in multinational corporations, demanding efficient and competent employees. Trained and skilled employees are the chief prerequisite for successfully running an organization. To enhance the skills and competence of the employees and improving their performance, organizations train them appropriately as per the requirement. This paper throws light upon the responsibilities and activities of the HR director in any organization.
Pre-departure Training
The interconnectedness among the nations has constantly been boosting due to increased globalization. Nations are interdependent, and this leads to situations where workers require to work and live in different cultures. The difference persists, and diversity remains due to the variety of languages and religions prevailing all over the world. Therefore, it is essential to prepare employees before sending them on foreign assignments to help them in acclimatizing with the different cultures (Bhawuk, 2012).
The HR department of an organization is liable to provide them with facilities like training, mentoring, and consultancy for the given projects.
Pre-departure Training is a significant prerequisite for any international assignment. It helps the expatriates to acclimatize to the new environment either at work or at home. This training is mandatory for employees on international assignments so that they handle the challenges and problems in foreign land efficiently.
As we do not have an in-house training facility for expatriates in our organization, the employees will be provided the required pre-departure training through an external consultancy. International training is one of the main areas of Human Resource Management. Training enhances the skills and performance and contributes to getting better opportunities in the future. Providing pre-departure training to the staff designated for foreign assignments is mandatory to avoid expatriation failure.
Proposed components of the pre-departure training
A few components that need to be covered through the predeparture training program of the employees are:
Cultural Awareness
In order to acclimatize to the foreign environment and work comfortably among people of different origins, cultural settings, and languages, it is important to have adequate knowledge about the cultural background of the host country. Therefore, we expect that the pre-departure training includes a well-designed cultural awareness training program for our employees. Such a program will enable the trainees to acquire information about the host country’s culture and be helpful in adapting to the environment comfortably. They will not be disoriented and face behavioral problems amicably during their stay in a foreign land.
Cultural training programs vary depending on the country, purpose, and duration of the assignment. The cultural awareness program should include a briefing about the host country’s cultural environment, cultural integration, training for developing sensitivity and familiarity with the host country through pre-visits.
Language Training
The second important component of the pre-departure training should be the Language training program. The employee should be provided sufficient knowledge of the English language as it the language of the business world. Knowledge of the host country’s language is also important for better performance and cultural adjustment. It would also enhance the negotiating capacity of the expatriate. Providing knowledge of the corporate language should also be an essential part of the language-training program. It would help in standardizing the information and reporting system in the M N Cs.
Preliminary Visits
Another component of training the assignees on their international assignment is to send them on a trip with their spouse to the host country. It will enable them to assess their suitability for the assignment. Such trips facilitate the acclimatization to the new environment and job culture of the host country. It is expected that the training program includes this component in their schedule.
Practical Assistance
The predeparture training program should include practical support through relocation specialists in areas like information helpful in relocation, helping the expatriate and his family to acclimatize to the relocated environment, finding the schools for the children, etc. (Rao, 2008).
Proposed criteria for assessing the performance of the Expatriates on foreign assignments
The success of an international assignment depends on the high-quality performance of the expatriate during their stay in the foreign land. The assessment of the performance of the expatriates will be based on certain task dimensions. Those dimensions are:
Technical Performance
Technical performance is related to the technical knowledge, skills, and abilities of the expatriate. It also proves his ability to apply his technical knowledge, skills, and ability inappropriate manner.
Contextual Performance
Relates to the organizational commitment of the expatriate. Other features include motivation, being able to carry out additional task activities. Moreover, the ability to be well-organized and disciplined are also vital areas of performance assessment.
Expatriate’s- specific performance
This dimension includes the expatriate’s ability to transfer information, planning related to replacements, his language, and cultural proficiency. Apart from this, the ability to establish amicable relationships with the host nationals is also a decisive factor of his/her performance (Caligiuri, 1997).
Recruiting and Selection Strategy for International Assignments
Selecting the right person for an international assignment is a challenging task. According to Hogel (2010-11), there are some significant aspects to be considered while selecting the right expatriate as:
The right professional qualification related to the assignment
The key pre-requisite for the selection of the assignee should be his professional suitability for the assignment. He should possess all the required qualifications for the proposed job.
Willingness of the employee to work on the proposed assignment
The international assignments should not be imposed on the employees. It is crucial for the success of the assignment that the assignee remains emotionally strong and stable during his stay in a foreign country. Hence, the selection procedure should consider only the interested candidates for the international assignment.
Probability of the completion of the assignment fruitfully
While selecting the assignees for international assignments, it is important to ascertain that they have sound physical, emotional, and professional health. Completion of the task is the key requirement of the international assignment. People having physical ailments, emotional instability, or professional incompetence may lead to expatriate failure. (as cited in Kangas, 2012).
Family conditions and intercultural suitability
While selecting the assignee, the firm should also consider the family conditions and intercultural appropriateness of the assignee. Those with some family problems or religious rigidity may fail to complete the assignment fruitfully.
Staffing alternatives
Usually, there are three types of standard staffing alternatives in MNCs. These are PCNs (Parent Country Nationals, HCNs ( Host Country Nationals), and TCNs (Third Country Nationals). At present, we have two alternatives in our firm for international assignments: PCNs and HCNs.
Table 1. International staff alternatives in our firm
(Source: Reiche & Harzing, 2009).
Pre-departure training is usually meant for the PCNs and TCNs who are assigned an international assignment for a predefined period, normally for 2-5 years. The decision regarding opting for an alternative depends on the HQs of the MNCs. There are many advantages and disadvantages associated with PCNs and HCNs.
Table 2. Advantages and Disadvantages of using PCNs or HCNs.
Source: (Reiche & Harzing, 2009, p.6).
The above table shows that no alternative is completely advantageous and disadvantageous. We would prefer to opt for the PCNs as assignee for the international assignment, belonging to the country where the HQ of the company is set up. They are familiar with the home office’s goals, objectives and can conveniently comprehend them. They are aware of the policies of their organization and can apply the appropriate practices for the completion of the assignment.
The PCNs would have already gone through the technical skills and managerial competence assessment at the time of their selection in the organization. Hence, they can be trusted on these pre-requisites. They are familiar with the staff, therefore, are efficient in liaison and communication with home –office personnel. They can more easily exercise control over the subsidiary’s operations. (Reiche & Harzing, 2009). Hence, we would like to appoint a PCN for the proposed assignment.
Importance of mentoring for the international assignees
According to Kirkham, mentoring is a productive strategy that can be helpful in reducing expatriate failure. It helps in organizational socialization and job satisfaction. Mentoring is also helpful in reducing psychological stress. Therefore, it is important that the assignees be provided a high-quality mentoring system. Formal mentoring is an assigned program by the organization to foster employee development. It involves objectives, schedules, and training sessions for mentors and mentees and, lastly, the assessment of the applied program (as cited in Abiddin & Hassan, 2012).
Mentoring as a formal development program identifies the talent and improves the personal and professional performance of employees in an organization. Employees get to understand the nature and procedures of the company more easily and comprehensively through mentoring.
Return on investment for the international assignments
It has been a challenge for the MNCs to determine the ways to measure the ROI on international assignments. Each company measures the ROI depending on its own priorities. However, a few key variables are an essential part of the ROI measurement criteria:
To see whether the objectives of sending the assignee on the international assignment is accomplished
The organizations spend a lot on the relocation of the employees on international assignments. The training, establishment, accommodation, and sometimes schooling of the expatriate cost a lot. Hence, it is crucial to measure that his relocation has been fruitful in accomplishing the assignment.
To establish the success criteria for the international assignment
It is often seen that the organization and the assignee both are not certain about the criterion of success of the assignment. Hence, it is important to ascertain the decisive factors of analyzing the success of the international assignment. It will help the organization to measure ROI related to the assignment.
To see if the motive of the employee and his family for accepting the assignment is realized
For any international assignment, the willingness of the employee is one of the key pre-requisites. The employee and his family may have some motives behind opting for the assignment. Their satisfaction with the job would reduce the chances of expatriate failure.
Hence, it is necessary to find out ways that help the employee to measure if the objectives and motivation have been accomplished on the completion of the assignment (Johnson, 2013).
There is always mounting pressure on the company chiefs for executing crucial assignments and projects. They have the authoritative power in the organization but may be lagging behind in the understanding of certain techniques and markets. Training and mentoring help them at the time of expected promotions while taking up bigger responsibilities and crucial job assignments, adjusting to the cultural and structural changes by improving their behavioral skills.
References
Abiddin, N.Z. & Hassan, A. (2012). A Review of Effective Mentoring Practices for Mentees Development. Journal of Studies in Education, 2 (1).
Bhawuk, D.P.S. (2012). Intercultural training for the global workplace. Handbook of Culture, Organization, and Work, 462-488. Web.
Caliguiri, P.M. (1997). Assessing expatriate success: Beyond just being there. New Approaches to Employee Management. 4, 117-140.
Johnson, L. (2013). World mobility perspectives: International assignments return on investment. Issue 2. Web.
Kangas, L. (2012). Expatriation and cross cultural training. Web.
Rao, P. L. (2008). International human resource management. Text and cases. New Delhi. Excel Books.
Reiche, S. & Harzing, A.W. (2009). International assignments. Web.