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Vodafone Training and Development

International HRM
by

Katie Samways

on 20 April 2011

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Transcript of Vodafone Training and Development

International
Training and Development Introduction International Training and Development International Training Styles References Bean, R. (2006). The Effectiveness of Cross-Cultural Training in the Australian Context. Cultural Diversity Services Pty Ltd, pp 1-8.
Caligiuri, P. & Tarique, I. (2006). Handbook of Research in International Human Resource Management. International Asignee Selection and Cross-Cultural Training and Development (pp.302-322). Cheltenham: Edward Elgar Publishing Limited
Chitakornkijsil, P. (2009). The Future Perspective of International Human Resource Management. Journal of Organisational Innovation, 1(3), 39-47, Retrieved fromhttp://search.proquest.com.libraryproxy.griffith.edu.au/docview/194694628?accountid=14543
Envick, B. R., Langford, M. & Martinez, Z. L. (2002). International Training and Development -- A Study of U.S. Parent-Mexican Affiliate Practices. Latin American Business Review, 3(2), 1-16
Hassi, A. & Storti, G. (2011) Organizational Training Across Cultures: Variations In Practices and Attitudes. Journal of European Industrial Training, 35(1), 45 – 70
Rogers, A. & Spitzmueller, C. (2009) Individualism–Collectivism and the Role of Goal Orientation In Organizational Training. International Journal of Training and Development, 13(3), 185-201
Sloman, M., & Philpott, J. (2006). Training and learning in the knowledge and service economy. Journal of European Industrial Training, 30 (2/3), 240-250.
Shen, J. (2005). International training and management development: theory and reality. Journal of Management Development, 24(7), 656-666, doi 10.1108/02621710510608786
Shen, J.& Darby, R. (2006). Training and Management Development in Chinese Multinational Enterprises. Employee Relations, 28(4), 342 – 362
Tung, R. (1982). Selection and training procedures of US, European, and Japanese Multinationals. California Management Review, 25 (1), 57-71
Vodafone Australia Corporate Responsibility Report March 2008
Vodafone Australia Corporate Responsibility Report March 2007
Vodafone Australia Corporate Responsibility Report March 2009
Vodafone UK Corporate Responsibility Report March 2007
Vodafone UK Corporate Responsibility Report March 2008
Vodafone UK Corporate Responsibility Report March 2009
Vodafone Germany Corporate Responsibility Report 2010 International Development Summary Recommendations Vodafone • Vodafone hires 84 990 people worldwide in 31 countries
• These Include: Albania, Australia, China, Czech Republic, Democratic Republic of Congo, Egypt, Fiji, France, Germany, Ghana, Greece, Hungary, India, Ireland, Italy, Kenya, Lesotho, Malta, Mozambique, Netherlands, New Zealand, Poland, Portugal, Qatar, Romania, South Africa, Spain, Tanzania, Turkey, United Kingdom and the US.
On average Vodafone spends:
• 1.4 million pounds on training and development in the UK
• 3 million dollars on training and development in Australia
• 2 million Euro on training and development in Germany • Due to the increase in the number of multinational enterprises (MNEs), there has been a push for growth in IHRM.
• The increase in the number of multinational enterprises (MNEs) nations, makes it difficult to manage business internationally.
• Cultural difference between nations is a critical challenge.
There are 3 broad types of international training styles:
1. Preparatory training for expatriates
2. Post-arrival training for expatriates
3. Training for host-country nationals (HCNs) & Third-country nationals (TCNs)
• The preparatory training style is the most common and receives most attention.
• International training is often neglected and poorly dealt with in some MNEs.
• A study has shown, between 50-60% of US companies did not provide pre training for persons operating abroad.
• The fact is, most companies only offer brief environmental summaries & some culture and language preparations mainly concerning the job-related skills.
• Shen & Darby (2004) suggest “international training should take into consideration of the host-contextual factors, including political, legal, economic & socio-cultural aspects.”
Agenda:
Vodafone Training and Development
International Training and Development
Recommendations
Summary Employee Training and Development at Vodafone • In 2005 vodafone launched a new learning and capability development policy. The policy links development opportunities to an individuals performance dialogue rating to ensure that they provide the right training to the right employees.
• People managers and senior employees complete 15 leadership and development days to improve their skill constantly.
• Vodafone (most countries) also offer non management courses for employees in the customer service centres and retail. There are also a range of academic training courses offered to employees in sales, human resources, marketing and retail. (more then 50% of employees undertake these courses) there is also talent review and succession planning in place to identify and develop future leaders.
• All new recruits undertake a health and safety module as part of induction and in 2009/10 we developed an online training module to ensure line managers are aware of their responsibilities
Career Management Systems at Vodafone Vodafone has an appraisal system in place that ensures that the performance of all staff members is evaluated every year. After the performance appraisal managers and employees work together to set the next years objectives to ensure that they are in line with corporate strategy. Training relates to the knowledge, skills and abilities that employees need to perform their current jobs and development looks beyond the knowledge, skills and abilities needed for the current job, to the future jobs.
(Caligiuri & Tarique, 2006) Reasons Why People Disregard Training and Development Training and development is an area disregarded across all cultures
Collectivist and individualst societies react differently to training
Collectivist societies such as China, state time and money are not an issue
However, lack of qualified personnel to train expatriates was one main concern
Individualist societies, such as the US, identified budgeting as a main issue
As well as having a theorectical approach, undermining the complexitity of training and development More research
Relevant culture information
Understanding cultural approach
Complexity of training and development Improve success in an international market Training and development is an area of high importance but also disregarded.
Vodafone has a sufficient training and development program.
Recommendations can improve this however. (Hassi & Storti, 2011; Chitakornkijsil, 2009) The Need for a Cultural Awareness Program Fosters appreciation of host countries culture
Helps to develop coping mechanisms for the expatriate
2 determining factors of expatriate training - degree of interaction required in the host culture, similarity between the indivduals native and new culture.

(Tung, 1982; Sloman & Philpott, 2006) Vodafone Australia Corporate Responsibility Report March 2008
Vodafone Australia Corporate Responsibility Report March 2007
Vodafone Australia Corporate Responsibility Report March 2009 Vodafone UK Corporate Responsibility Report March 2007
Vodafone UK Corporate Responsibility Report March 2008 Vodafone UK Corporate Responsibility Report March 2009
Vodafone Germany Corporate Responsibility Report 2010 (Shen, 2005; Bean, 2006) (Shen, 2005; Envick et al, 2002) (Shen, 2005; Rogers & Spitzmueller, 2009) (Shen & Darby, 2006; Caligiuri & Tarique, 2006) (Envick et al, 2002)
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