New training approaches for Europe '93

Article Abstract:

The unification of most of Europe into a single market would require European companies to develop a coordinated approach to personnel training. This may prove to be a difficult task given the great differences in culture, economy, legislation and attitudes that have to be surmounted. For example, skills development begin early in life for Germans, usually at the age of 15. Great Britain, on the other hand, is known for its lack of commitment to training, using its low-wage, low skill labor force to encourage foreign industrial investment. In providing training, companies operating in the European Community must take a more global outlook. Training programs must be designed in such a way that they consider the different backgrounds of the employees and the customer base. Hewlett-Packard's training plan for its European operations is discussed.

International affairs, Europe, Training, Corporations, European Union, Corporations, European

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A practical but theory-based framework for selecting cross-cultural training methods

Article Abstract:

Businesses can use Social Learning Theory (SLT) to select the most effective cross-cultural training (CCT) method. SLT states that learning occurs through the impact that reinforcement has on behavior and through the imitation of others' behavior. The main elements of SLT are attention, retention, reproduction, and incentives. The important factors to consider when selecting CCT methods include the novelty of the culture, the novelty of the job, and the level of interaction. A novel host culture or job will increase the amount of training required to retain appropriate behavior. The most difficult types of interactions include two-way, face-to-face, and informal cross-cultural interactions. The implications that are derived from an SLT-based approach include that CCT is a necessity, and that CCT should be offered to employees' family members.

Management, Social learning, Cross-cultural orientation, Cross cultural training

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Selecting the head of HR: a round-table discussion

Article Abstract:

A panel discussion recently sponsored by Human Resource Management focused on the results of Sibson and Co Inc Principal David McLaughlin's survey of 49 human resources executives. The panel consisted of Harvard Business School lecturer Leonard Schlesinger, Sibson and Company Inc Communications Director Edward A Emerman, Business Week Associate Editor of Management John Byrne, and Human Resource Management Managing Editor Carole Barnett. Topics covered included companies' human resources director selection criteria, the current orientation of personnel executives, and the required personal attributes of the job.

Officials and employees, Appointments, resignations and dismissals, Interview, Employee selection, Human resource directors, Business Week (Periodical), Harvard University. Graduate School of Business Administration, panel discussion, Byrne, John A., Emerman, Edward A., Schlesinger, Leonard A., Barnett, Carole K., McLaughlin, David J., Sibson and Company Inc.

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