International Training and Development Programs
Q3: How do national and organizational factors shape the design of International Training and Development
programs?
Introduction
International Training and Development (T&D) programs help employees succeed in overseas roles. These
programs must be designed carefully to fit both the national (country-based) and organizational
(company-based) factors. Human Resource (HR) managers need to consider local culture, company goals,
and political environments when creating these programs.
1. National Factors That Influence International T&D
a. Local Culture
Culture affects how people learn, communicate, and work.
- In Western cultures like the US or UK, employees may prefer open discussions and individual learning.
- In Asian cultures like Japan or China, people may prefer group-based learning and respect authority more.
If training methods don't match local culture, employees may feel uncomfortable or confused.
Example: In the UK, interactive and discussion-based training works well. In contrast, in China, structured
classroom training with clear authority may be better accepted.
b. Language Barriers
Training materials must be available in the local language. Poor translations or English-only materials may
confuse staff and reduce learning effectiveness.
International Training and Development Programs
c. Education Level & Learning Style
Countries have different education systems and learning styles. HR must match the training to what learners
are used to.
2. Organizational Factors That Influence International T&D
a. Company Ownership and Strategy
- A local company (e.g., Indian company in India) may focus on local needs and use local trainers.
- A multinational company (e.g., Google or Toyota) may need to balance global standards with local
relevance.
Some companies want consistency in training worldwide, while others allow each branch to design its own
training.
b. Company Culture
Organisations with open and innovative cultures may prefer flexible, creative training. Traditional or
rule-based companies may prefer formal training methods.
c. Resources and Budget
A company with more budget can offer in-person international training, online platforms, or hire experts.
Smaller companies may use simple or local solutions.
3. Political and Legal Factors
a. Government Laws and Regulations
International Training and Development Programs
Some countries have rules about what training must include (e.g., health and safety, discrimination laws).
Companies must follow local labour laws when designing training.
Example: In the EU, companies must offer equality training. In Saudi Arabia, gender-based training may be
required due to local laws.
b. Political Stability
If a country is politically unstable or unsafe, international trainers may avoid travel. In such cases, online or
local trainers must be used instead.
4. Designing Effective Global Training Programs: A HR Manager's Role
To make training successful, HR managers must:
- Understand Local Culture: Adjust training style, content, and language to fit the host country.
- Balance Global and Local Needs: Keep core company values but allow local branches to adapt content.
- Use Technology Wisely: Online platforms like Zoom or learning apps can help reach international teams.
- Engage Local Trainers: They know the language, culture, and expectations better than foreign trainers.
- Evaluate Training Outcomes: Collect feedback from employees to improve future programs.
5. Critical View
If HR ignores local culture or national issues, training may fail. For example:
- A company using only English materials in non-English speaking countries will face low engagement.
- Ignoring gender or religious sensitivities may offend local staff.
- Over-standardised training might not connect with local employees' real challenges.
International Training and Development Programs
However, too much localisation can cause inconsistency in global standards. HR must find a balance.
Conclusion
National and organizational factors strongly shape how international training programs are designed. Culture,
language, company goals, and politics all play a role. HR managers must design training that respects local
differences while supporting global goals. A well-designed program increases employee confidence,
improves performance, and helps organisations succeed across borders.
