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International Human Resource Management

Assessment 1: Project Proposal

Report Title: Several Proposals for Programme

Lecturer: Jenny Hennessy

Students:

Due Date: 13th of November 2013

CONTENT

1. 2. 3.

Abstract ............................................................................................................. 1 Introduction ...................................................................................................... 1 Analysis of current approach…………………………………………...错

误！未定义书签。-2

4. Improvements designed to predepartune training……………………………..2-3

5. A mentoring programme is used to support the development of the

international assignments……………………………………………………..3-4 6. 7.

Conclusion ....................................................................................................... 4 Reference .......................................................................................................... 5

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Abstract

The purpose of this essay is to give some improvements that could be made to the current approach to predeparture training by the introduction of a redesigned cross cultural training initiative. Besides, the essay should give proposals to how a mentoring programme could be used to support the development of their international assignees once they have taken up their assignments in Mexico. The final purpose of both aspects is to make the expatriate workforce to adjust life in Mexico and work better.

Introduction

With the failure of the expatriate workforce to adjust life in Mexico, as a result, it is a necessity to make an independent training for workers. According to the analysis of 40 engineers who had returned home in the last two years from assignments in Mexico, only 25 of them had received any formal pre-departure at all. Not only is that, among these 25 engineers, the length they received pre-departure not the same, from one day to more than 15days. To current approach to pre-departure training, some more efficiency and better improvements and a mentoring programme is very necessary to given before international assignees leave for Mexico again.

Analysis of the current approach

According to the analysis of 40 engineers who had returned home in the last two years from assignments in Mexico, only 25 of them had received any formal pre-departure at all. Not only is that, among these 25 engineers, the length they received pre-departure not the same, from one day to more than 15days. 6 engineers had accepted pre-departure of 1 to 5 days; 3engineers had accepted pre-departure of 6 to 10 days; 11 engineers had accepted pre-departure of 11 to 15days; 5 engineers had accepted of more than 15 days while there were still 15 engineers who had absolutely no pre-departure at all.

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What’s more, what they had learned was basic language classes, access to online material about Mexico and cultural awareness worships delivered by an outside training agency. What’s worse, only four of 25 employees were offered the opportunity to undertake seven day field visits organizations and places in Mexico that linked to their assignments.【1】For cross cultural workforce, it’s an unbelievable results of pre-departure.

From the analysis of the date we are not difficult to find out these problems, training time is not unified arrangement; the content of the training also is disagreed; the content of the training involved are not comprehensive. Over speaking, it cannot meet the job requirements of the engineers’ working demands after arriving in Mexico.

Improvements resigned to predeparture training

1.1 The training of cross culture.

Diversity training should improve the tasks involving intercultural interaction as it is designed to help employees successfully work with a diverse workforce (e.g., subordinates, vendors, co-workers) within the firm (Noe, 2004). Like cross-cultural training, diversity training can help individuals become more aware of group based differences and of negative stereotyping and prejudice (Cox, 1993; Ferdman & Broady, 1996).

Cross-cultural training should be designed to support all these areas: performance, adjustment, and development (Brislin & Yoshida, 1994; Bhagat & Prien, 1996). Engineers can improve their language skills which are needed to communicate with locals in Mexico by the cross cultural training. They can acquire language skills and get important information about Mexico and culture differences between two countries; finally they can use the information and skills the acquired to accomplish their jobs successfully. This can solve their comminuting problems, accommodation issues, loneliness or boredom issues and pressure from family from USA.

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1.2 The training of security and health

As the Mexico is one of the most dangerous places in the world, the security training becomes a necessity. Engineers should know where is safe and where they can’t go basically. Besides, when they meet dangers, they should know how to deal with properly.

Furthermore, when engineers are at abroad, the diet habits are in great differences from US. The health training must tell them what their life like is and what their diet habits are in Mexico. According to adapting ability of engineers, they need to adjust themselves by training. Also, the training should contain the content of first-aid, health protection; nutritive equilibrium, etc. in addition, make three-day-long field survival training for them all. The aim of these is to improve their survival ability and work better with good healthy bodies.

1.3 Give a systematic technical training to them, and it is best to please an experienced person who has worked in Mexico for a long time. The benefits of such are more fit the local actual situation. According to different technical problems, make analysis in detail; let all the engineers improve themselves in certain before departure and well known the content of the work for later to dispose.

A mentoring programme is used to support the development of the international assignees

Mentoring programs are becoming more important as workers are asked to fulfill international assignments. Without a proper selection process and an effective support network to assist these workers, many times international assignments fail. These failures cost companies in terms of both real dollars and competitive advantage. 【6】Also, there are still another three benefits except it can give a strong guarantee to the success of the assignments. First of all, it can help workers to adjust to the change of physical and cultural

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surroundings. When workers arrive at a strange environment, they will feel confused or emotional immature. Some even lack necessary skills to adapt the new culture. At this time, proper mentoring will give workers great support and help them adapt more quickly. Secondly, proper mentoring will help workers work more efficiency and can accomplish their assignments on time. According to Beaman’s research, thirty to fifty percent of those who do complete the assignments are considered to be ineffective or only marginally effective by their International assignments often fail due in large part to this lack of structure.【9】A successful mentoring programs is the programs that give support both to workers and their families. On the one side, the pressure comes from their families; on the other side, workers can learn more about their families, they can work without any burden.

A mentoring programme should be made according to different demands of different stage. Mezias and Scandura (2005) propose that expatriates would benefit from several concurrent mentors with diverse competencies to assist with the many issues inherent in working in another culture.【7】After the engineers arrive in Mexico, a mentoring manager should give a guide about adjustment of cultural changes and work role. After engineers adapt their conditions, the mentor should be focused on the security and healthy issues. Then the mentoring manager should be more concerned with their own reclamation. Finally, the mentor manager should pay more attention to engineers’ career development. if they have little motivation to develop meaningful mentoring relationships with host country nationals, through training and other organizational efforts (e.g. leadership, rewards; see Baruch and Altman, 2002; Baruch et al., 2002), these obstacles can be overcome.

Conclusion

Through the improvements for the current approach to predeparture, engineers have great promote in many aspects. They can adapt the working

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and living conditions in Mexico. Moreover, they can be healthier and safer. A mentoring programme also supports the development of the international assignees after they have take up their assignments in Mexico.

Reference

[1] Closing the Gulf-preparing US executives for assignments in Mexico [2] Noe, R. (2004). Employee training and development. Boston, MA: McGraw-Hill.

[3] Cox, T. (1993). Cultural diversity in organizations: Theory, research and practice. San Francisco: Berrett-Koehler

[4] Brislin, R., & Yoshida, T. (1994). Intercultural communication training: An introduction. Thousand Oaks, CA: Sage.

[5]

Rita Bennett, Anne Aston, and Tracy Colquhoun, CROSS-CULTURAL

TRAINING: A CRITICAL STEP IN ENSURING THE SUCCESS OF INTERNATIONAL ASSIGNMENTS

[6] Mentoring Strategies – Global Mentoring October 2006 Sponsored by Menttium

[7] Mezias, J.M. and Scandura, T.A. (2005), “A needs-driven approach to expatriate adjustment and career development: a multiple mentoring perspective”, Journal of International Business Studies, Vol. 36 No. 5, pp. 519-38.CDI10, 6/7 534

[8] Baruch, Y. and Altman, Y. (2002), “Expatriation and repatriation in MNC: a taxonomy”, Human Resource Management, Vol. 41 No. 2, pp. 239-59. [9]Karen V. Beaman, Human Capital Management in the Global Economy (2002),

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