Companies generally agree that cross-cultural training helps their expatriates succeed on assignment. But we find that content isn't the only component of training organisations should consider.

Expats benefit from follow-up training a few weeks after arrival

Relocating to a foreign country involves numerous considerations for employees, including how they will adjust to living and working in a new culture. One of the ways companies facilitate cultural assimilation is by providing training for expats.

Because cross-cultural training is often viewed in the context of planning for relocation, companies have historically provided it early—before assignees even set foot in a foreign country. Although such training can be helpful, experts are now finding delayed training may have more impact.

At the Global Workforce Summit: Focus on the Asia-Pacific, which took place in March, Charles Caldwell, regional human resource director for Juniper Networks, spoke about the advantages of delayed training, reports MOBILITY Magazine. Prior to departure is not necessarily the best time to train, Caldwell says. Instead, he recommends waiting until an employee is two to three months into the assignment, when the person will have more first-hand experience to reference.

Ongoing support

Dean Foster, a consultant with nearly 25 years experience in cross-cultural training, has found a multi-faceted approach is most effective. "There are different needs at different points in the relocation," Foster says.

Before going abroad, people require certain support to deal with expectations. Often people need to correct or reset the barometer of expectations, he explains.

But training employees prior to expatriation isn't enough. "Once they arrive, they also need support, because now they're dealing with reality. And reality raises questions—questions they didn't even know they had," says Foster.

Because questions may continue to arise, Foster advocates ongoing intervention, on a periodic basis. Then, finally, before expats return home or go on to their next assignments, further training is advised.

Most appropriate time

Support at various stages, while ideal, may not be practical for every organisation. If training options are limited, Foster recommends delayed training. "If I had to prioritise at what point where it benefits people the most, they probably need it within a few weeks of arrival," he says.

After several weeks in a new location, people have experienced a few things, which have likely raised a few questions, explains Foster.

Providing assignees with pre-departure information at a one- or two-day session, and then holding another one- or two-day session approximately three weeks after arrival, is preferable, says Foster.

Training trends

Despite what may seem like obvious benefits to delayed training, most companies don't view cross-cultural training from this standpoint. "The reality is that most companies want to have it done prior to departure," says Foster, indicating that about 70 percent of organisations focus on providing pre-departure training.

Nevertheless, there is a trend toward more on-site intervention. However, Foster notes this isn't based on corporate strategy; instead, it's more a response to logistics.

Training generally encompasses two areas. It focuses on adjustment to daily life and dealing with culture shock, including the basics of functioning in an alien environment. As Foster points out, adjustment can literally involve looking the other way when crossing the street. Secondly, training focuses on the work culture. "This includes how every aspect of the job is going to be done slightly or maybe more than slightly different in the new culture," Foster says.

Technology provides an opportunity to deliver certain kinds of cross-cultural training. And Foster indicates web-based training is usually a good way to provide ongoing support. But face-to-face training once an employee has been on assignment for two or three week points is best, he says, because it provides an opportunity to address critical issues.

In addition to training assignees, companies frequently provide cross-cultural training for family members. According to Foster, it is very important that employees' families receive training. "The more critical concern is with the partners and the kids. Their only reason for going is because the transferee is going," he explains. While the employee will be consumed with work, the partner has often put her or his own career on hold and will likely have no job, no contacts, and various adjustment issues.

Differences and similarities

The kind of training provided varies, depending on cultures. Asians going to Europe, for example, require different training from Europeans going to Asia. "Everything from language to design will be different," Foster says.

But there are also similarities, regardless of destination. According to Foster, cross-cultural training is intended to provide a deep understand of fundamental value issues. "A good cross-cultural training programme addresses the very deep issues of how people live their lives differently and how they see the world," he says.

At GE Consumer Finance, the training emphasis is on values, from a slightly different perspective. At the same time, there is an effort to embrace and benefit from cultural differences.

The company provides financial services to consumers and retailers in 46 countries around the world. As a result, its training needs are varied. Ginny Ertl, vice president of training and development for GE Consumer Finance, says company programmes are very global and are delivered in 20 languages.

The company's challenges have been compounded by rapid growth. There have been 68 acquisitions in the last 12 years, and 64 have been outside the US, where GE Consumer Finance is based. Acquisitions have required bringing in new business cultures, as well as developing an understanding for cultures and customs in the various countries where the company operates.

Training expats and others so they can most effectively conduct business abroad is accomplished through a variety of programmes, Ertl says. But she points to consistency of corporate message and shared corporate values as the cornerstone of the company's cross-cultural success. "We hold every employee to the highest integrity in how we do business. Every employee represents the brand of GE. Unyielding integrity is how we refer to it," Ertl says. "That becomes the common thread to every employee that unites around the world."

Sharing best practices and learning about the nuances of doing business in different countries is ongoing, and is likewise engrained in the company's culture. "The spirit of sharing best practices is intuitive," Ertl says.

The company's objective is one organisation, where everyone shares what Ertl refers to as the GE DNA. "It's more about what we have in common than what we have that's different," she says.

July 2005

Paula Santonocito is a freelance writer specialising in workforce management issues. She is the author of more than 500 articles on a wide range of topics.

Subject: Cross-cultural training, working abroad, business abroad.