Formal training and development, informal learning, and knowledge management

or employees to master the knowledge, skills, and behaviors emphasized in training and apply them to their day-to-day activities

training and development programs, courses, and events that are developed and organized by the company

Explicit knowledge

Tacit knowledge

refers to the process of enhancing company performance by designing and implementing tools, processes, systems, structures, and cultures to improve the creation, sharing, and use of knowledge

Needs assessment

Evaluate employees’ readiness

Creating a learning environment

Ensuring transfer of training

Choosing a training method.

Evaluation

Receive language training and an orientation to the new country’s culture and customs

They need information about housing, schools, recreation, shopping, and health care facilities in the areas where they will live

Discuss with their managers how the foreign assignment fits into their career plans and what types of positions they can expect upon return

Presentational techniques

Involves continued orientation to the host country and its customs and cultures through formal programs or through a mentoring relationship.

prepares expatriates for return to the parent company and country from the foreign assignmen

Employees should be encouraged to self-manage the repatriation process

can be considered to be any dimension that differentiates one person from another

refers to creating an environment in which employees share a sense of belonging, mutual respect, and commitment from others so that they can perform their best work

refers to learning efforts designed to change employee attitudes about diversity or to develop skills needed to work with a diverse workforce

involves creating an environment that allows all employees to contribute to organizational goals and experience personal growth.

require changing the company culture

the process of helping new hires adjust to social and performance aspects of their new jobs

Goals

refers to formal education, job experiences, relationships, and assessment of personality and abilities that help employees prepare for the future

Goals

a series of steps arranged in a linear hierarchy, with higher steps related to increased authority, responsibility and compensation

Traditional career patterns

Expert career patterns

New career pattern

off-site and on-site programs designed specifically for the company’s employees

short courses offered by consultants or universities

executive MBA programs & university programs in which participants live at the university while taking classes.

to identify employees with managerial potential and to measure current managers’ strengths and weaknesses

to identify managers with the potential to move into higher-level executive positions

to identify managers with the potential to move into higher-level executive positions

Decide what type of development goals might be most appropriate for them

Personality Tests and Inventories

Assessment Center

Appraisal system

Glass Ceiling

Requires senior management to systematically review leadership talent in the company

Ensures that top-level managerial talent is available

Provides a set of development experiences that managers must complete to be considered for top management positions

Help attract and retain managerial employees by providing them with development opportunitie