![]() Needs Analysis: How to determine training needs. Training (a performance. Industrial and organizational psychology. A training program is likely to. The three key elements of any speed development. 52 / Designing and implementing training. A training program is. The human resources planning model is a method. Three Key Elements of the Human Resources. What Are The Three Main Phases of Human. How to Create an Effective Cross- Cultural Training Program. After receiving a positive performance review, Sabine, a Frenchwoman on a two- year assignment in Chicago, thought work was going well—so much so that she wanted to extend her stay in the States. He thought Sabine wasn’t working out at all. Although she had boundless energy and enthusiasm, her work was often sloppy. He had talked to her about it, but she seemed oblivious. Unless her performance improved, he would have to let her go. How could two people have such vastly divergent perspectives on the same situation? In this case, it comes down to cross- cultural miscommunication, according to Erin Meyer, a professor at the French business school. INSEAD and author of. The Culture Map (Public. Affairs, 2. 01. 4), a book about effective business communications in a multicultural world. These miscues can also undermine relationships between companies and customers spread out around the world. American managers often accentuate the positives and minimize the negatives, couching their criticism in encouraging language to soften the blow. By contrast, French managers tend to gloss over the positives and provide direct, blunt feedback. The demand for effective training programs in cross- cultural communications and sensitivity has exploded in recent years, driven by the desire to prevent such misunderstandings and to boost corporate competitiveness in the global marketplace. Unfortunately, there’s no consensus on what makes such training effective, although experts agree on two general points: The commitment to improving internal and external cross- cultural communications must become part of the company’s culture and apply to everyone equally, from the CEO down. Boeing: A Mixed Approach At Boeing, the world’s largest aerospace company with 3. Workers and their families embarking on overseas assignments are given one- on- one sensitivity training and cultural orientation sessions. Boeing’s leaders can also take the “passport series” of training sessions, which are structured and classroom- based. If companies do anything, they sensitize people in a quick- and- dirty fashion: Indians do X; Americans do Y,” says Andrew Molinsky, an associate professor of organizational behavior at Brandeis University’s international business school. But it’s only a starting point.”. What’s Effective? POSITION AND STRUCTURE OF HUMAN RESOURCE MANAGEMENT. DEVELOPING THE TRAINING ROLE OF AN EMPLOYERS' ORGANIZATION by. Training may be effected in three. This is “The Role of Human Resources”. Human resources assistant; Employee relations manager. One study found that participants in a human relations training program who. Training Techniques for Three. The Employee Relations Unit also provides training. Enroll in the Supervisory Certificate Program courses. The Employee Development & Training Unit in Human. A good training program addresses invisible and subtle differences between people of different cultures. What is the most constructive way to provide criticism? These things vary greatly from country to country,” Meyer says. SAP: One Size Doesn’t Fit All SAP is a software giant based in Walldorf, Germany, with locations in 1. It has an elaborate diversity program, which includes cultural sensitivity training. Chief Diversity and Inclusion Officer Anka Wittenberg, who leads the company’s efforts in this area, says 8. Her office connects new employees with existing employee networks. The 3. 0 networks include a Latino group, a female business network and a group for parents of children with disabilities. All SAP employees can take classroom- based training and receive interactive instruction. The company uses a mix of internal and external trainers and customizes its training depending on the location destination and employees’ needs. In fact, the company’s executive board (the board of directors, in American lingo) reflects SAP’s diversity, with members from India, the United States and Denmark. The key is to boost their cultural “awareness”—in other words, to teach them skills that transcend mere etiquette, according to Patel, a Kenyan native of Asian- Indian descent who works out of Nairobi, London and Washington, D. C. How to correctly interpret body language and other nonverbal cues when dealing with clients of differing nationalities. That is, training would ideally teach employees “global dexterity”—which is also the title of. Molinsky’s recent book. Iberdrola USA: A Work in Progress The cultural sensitivity program at Iberdrola USA is evolving. The company, which has 5,0. U. S., focuses on electricity transmission and generation. The program was launched in 2. Energy East became a wholly owned subsidiary of Spanish energy giant Iberdrola. Training efforts are focused primarily on ensuring internal harmony within the international workforce. The company sends Americans to work at locations in Mexico, Scotland, Brazil, and Britain and other EU countries, and it brings overseas employees—particularly those from Spain—to work in the U. S. The company also pays for high- level coaching for executives. A company- sponsored exchange program, in which the children of overseas employees temporarily stay with U. S. Last fall, a second cohort of Brandeis MBA students underwent the training, in which students engage in focused role- playing over several weeks. Under Molinsky’s watchful eye, a student from Asia who may be culturally programmed to remain quiet unless she’s asked to speak, would practice speaking out at meetings without being prompted. Or an American who’s uncomfortable giving blunt feedback could practice that skill. Molinsky says the idea is for students to be put in realistic situations and to benefit from feedback and analysis in a supportive environment. Experts say globalization has greatly narrowed the commercial gap between nations, but it hasn’t lessened the cultural gap as much. Therefore, paying attention to behavioral nuances is not just a matter of cultural nicety; it’s a business necessity. Corporate demand for cultural sensitivity training is increasing because globalization has created new and unexpected overseas markets, says Neal Goodman, president of. Global Dynamics Inc., a consulting firm that has delivered training for 3. Hyundai, AT& T, Siemens AG and the World Bank. We have nothing else but our own cultural lens,” he says. They recalled the China manager and, after leaving the post vacant for three months, sent a replacement. By then it was too late. The relationships had been severed, and the company lost $1 million worth of business to a competitor, Goodman says. That would have given the new person time to establish ties with the Chinese government and ensure business continuity, Goodman says. Before choosing or designing a cross- cultural training program, HR managers must thoroughly assess the workforce and its needs. The best way to do that is to embrace a process that guarantees confidentiality and anonymity to employees who provide input, according to Claretha Hughes, a management professor at the University of Arkansas who has worked in corporate HR and sensitivity training for 1. Hughes suggests deploying teams of interviewers to various company locations to conduct structured, one- on- one talks with randomly selected employees about cultural issues of concern to them. The same teams should then talk to staff at corporate headquarters and provide oral and written reports about areas of strength and opportunity in terms of the company’s cultural effectiveness within days of finishing the interviews. Steve Paskoff, founder and CEO of Atlanta- based ELI Inc., says the programs could land companies in legal trouble because they risk stereotyping employees. What companies should do instead is develop policies aimed at promoting a standard corporate culture, says Paskoff, a former U. S. Equal Employment Opportunity Commission trial attorney. They need to define what constitutes appropriate workplace behavior and reinforce that code of conduct in every location. According to Hughes, “the advantage of internal approaches . However, if there is not a genuine, open culture with regard to the problems an organization has, then it is better to use an external approach.” At some organizations, HR or other leaders ask staff from different nations of origin or cultural backgrounds to share critical cultural information with other employees, perhaps in the form of a presentation at an all- staff meeting or a luncheon event. At others, employees might take part in a potluck or international food festival geared toward the sharing of cultural traditions. At the American Psychiatric Association last summer, employees took part in the association’s first diversity scavenger hunt, in which different teams answered trivia questions related to people from various cultural backgrounds as well as the association’s history. Then they visited the offices of employees who were associated with the answers to find items for the hunt. Finally, think in terms of common sense and common courtesy, treating others the way you would want to be treated. Sometimes, creating cultural sensitivity is no more complicated than learning the correct pronunciation of someone’s name. Circulating calendars that list holidays around the world—when important stakeholders in other countries likely won’t be reachable—or adopting universal time or date conventions are good strategies for companies with substantial global penetration. But to be truly effective, Kolditz says, programs should also teach “cultural differentiation,” or how to maintain one’s own culture while recognizing the value that other cultures bring to the company. Raju Chebium is a freelance writer in Maryland.
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