background preloader

Performance, Learning, Leadership, & Knowledge Site

Performance, Learning, Leadership, & Knowledge Site Determining the Types of Training and Development Supports for Expatriates Volume 172, 27 January 2015, Pages 548–554 Contemporary Issues in Management and Social Science Research. Edited By Danture Wickramasinghe, Ahmad Fauzi Abdul Hamid and Kashan Pirzada Abstract The aim of this study was to determine the types of training and development supports provided to expatriates prior to the departure, after arrival, and upon repatriation. This study used qualitative approach to gather valuable views from four human resource practitioners with regards to training and development programmes offered by the companies. Keywords training; development; expatriate; international assignments; adjustment References Beck, 1997Beck, J.E. (1997).

Capital - When expats return home, what’s next? “The vibe was different in the Barcelona office, and the quality of life was better,” he said. “Although I was given a good job, the company really didn’t look at how to take advantage of what I had learned overseas.” In 2013, 16% of employees bolted within the first two years after a global assignment ended. Shamsuddin tried to persuade his supervisors to let him do his new job from Barcelona. His request was denied, and he resigned last summer. The loss of employees after they’ve returned from an international assignment remains all too common at a time when companies need globally minded managers more than ever to exploit opportunities outside their home markets. “It’s very sad to come back to the same old, same old after spending three to five years learning more about the business and having your eyes opened to global issues,” said Jane Malecki, executive director of the human capital practice at Ernst & Young. For the company, it’s also a poor return on the costly investment.

Line managers key to building workplace trust Rebecca Gowler , 27 Feb 2015 Line managers have a critical role to play in building trust in the workplace, according to a report from Westminster Business School, in collaboration with Top Banana and the Institute of Internal Communication. The report, Leadership, Trust and Communication: Building trust in companies through effective leadership communication, looks at the connection between internal communication, leadership and trust in organisations. It suggests that line managers could hold the key to rebuilding trust in organisations, which has declined significantly since the financial crisis. Top Banana managing director Nick Terry told HR magazine the line manager is “critical”. He added: “Trust is transitive. She added that declining levels of trust show “we are not relating to each other in the right way”. Terry also advised organisations “get their leaders out there”. Recommendations The report offers 10 recommendations for business leaders. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Heureux comme un Français à Hongkong Grégory Joinau-Baronnet, 32 ans, importateur-distributeur Dans une rue près du quartier de Tsim Sha Tsui, Grégory Joinau-Baronnet, gérant de la boutique O Muse, consacrée aux vins de Bordeaux. Ici, les ordres de grandeur ne sont pas les mêmes… "Un jour, un Chinois entre dans le magasin et m'achète six grands crus. Le lendemain, il revient et me dit : “J'en veux 1.360!” Voyant venir à lui de plus en plus de Chinois du continent et de Hongkongais, il se décide à venir y faire un tour : 70 CV envoyés, 20 rendez-vous décrochés pour, au bout du compte, s'associer avec un habitant de Hong Kong et ouvrir la boutique. Alexandre Errera, 26 ans, entrepreneur Sur le toit du restaurant Sevva qui domine le port, Alexandre Errera, fondateur et PDF de La ville de tous les superlatifs… C'est ici qu'ouvrira, d'ici à deux ou trois ans, le plus grand musée au monde d'art chinois, Museum Plus (M +). Le jeune homme se rend au moins une fois par mois à Pékin ou à Shanghai.