With increasing globalization comes the need to understand human resource management (HRM) more broadly across countries, cultures, institutions, and organizational types. Designed to help readers explore and understand the key concepts and latest research behind the strategic management of people in organizations that operate in a global context, this accessible book provides concise coverage of HRM concepts, balancing comparative approaches and US and non-US schools of thought. Not limited to the multinational firm, the book reflects the most current knowledge in the field and considers all types of organizations embedded in the global context. Chapter-opening vignettes (short cases) exemplify the chapter's core topics and show readers how chapter content can be applied. Extensive references make it easy for readers to explore concepts in more depth.
Chapter 7: Global Human Resource Development
After reading this chapter you should be able to
- outline the issues associated with various approaches to training local workforces,
- explain the challenges associated with global management development,
- outline different approaches to identifying and developing high potentials,
- discuss the ways in which the needs for cross-cultural training can be evaluated, and
- identify trends in global training and development.
Ayesha Gill had grown up learning to do more with less. But the impending cuts to her training budget were really going to test her skill. As training and development manager for Palo Alto-based Systech, she had lobbied long and hard for mandatory cross-cultural training for every employee sent on an overseas assignment. She had never achieved that goal, but at least ...