Cross-Cultural Awareness Training in Mexico

RANS Ltd

The problem

• Is this common to your company?

• Does negotiation never go right?

• We have the solution…

RANS Ltd

• Founded in 1999• Elite reputation• The trainers• Customers:

Customer Satisfaction Survey 2007

92%

8%

Ecstatic Dissatisfied

Presentation structure

• External issues

• Training needs analysis

• Culture and learning

• The training

• Evaluation

• Summary

External issues

• Globalisation

• A skilled and adaptable workforce

• Projects instead of unchanging jobs

• Low unemployment rates

Adopt RBV model and be an innovative learning organisation(Marchington and Wilkinson, 2005; Simmonds, 2002))

Training needs analysis

• Managers brought home prematurely

• High staff turnover

• Poor morale

• Negative publicity

• Initial profit targets not met

There is an obvious lack of cultural awareness causing these problems

(Mullins, 2007; Black et al. ,1999; Hodgets et al, 2006)

Culture can be learnt

“The only requirement for being cultured is to be human. Thus,

all people have culture”

“All people acquire their culture through the same process:

learning”

(Ferraro, 2002; Tayeb, 2003)

Successful learning

“No effective organisation or employee development can take place unless it is first established how people learn.”

A learning culture requires - Capability - Willingness - Commitment - Reward

- Kolb’s learning theory - Honey and Mumford’s learning styles

(Mullins, 2007; Pettinger, 2002; Gibb,2002 ;Pedlar et al, 1997; CIPD, 2005 cited in Bratton and Gold 2007)

Aim

To prepare your English speaking managers to deal with cross-cultural

issues involved in working in Mexico

Objectives

• To understand the local values and beliefs

• To be able to negotiate effectively

• To conduct successful meetings

• To present to locals in a business manner

• To be able to build successful relationships

Work effectively in a culturally diverse environment

Practical issues• Video and initial training

• Create action learning sets

• First three months participants meet every 2 weeks Culture shock at its greatest point

• Next three months participants meet once a month

• Trainer support

• Video £1,200

• Workshop £450 per participant

• Monthly support payment £100 per participant

(Adler, 1992; Revans, 1972 cited Pedlar et al 1991; Simmonds, 2003)

The training video

• A cultural awareness video

– Worksheets and case studies

(Pettinger, 2002)

Additional learning

• Action learning sets at headquarters

• Facilitate support network in Mexico

(Mullins, 2007, Mumford, 1997, Reid,1997)

Evaluating the trainingBefore

- Establish the training needs of the manager and compare to the organisation’s training goals

During - Training event outcomes - 360 degree feedback in Mexico

After- 360 degree feedback and Return On Investment

– Please visit our website for previous training feedback: http://ransltd.blogspot.com/

(Raab et al., 1991 cited in Ashim, 2001; Morris 1984 )

Why our training package?

• The video - Cost-effective - Consistent - Learning is independent and controlled by managers - Easy to distribute or accessed globally

The action learning sets deepenthe knowledge

(Learning on Call, 2008)

The business case• High cost of expatriation

• Inadequate training can hinder performance

• A knock-on effect on attitudes to training

• Managers to function effectively

• A profitable and reputable learning organisation

(Pettinger, 2002 Sims, 2006 Bratton and Gold, 2007)

Summary• Culturally aware managers

• Effective use of technology and modern training techniques

• Cost effective, professional and up to date

• Powerful tool to achieve a knowledgeable workforce

• Improved business performance

Thank You For listening RANS Ltd UK

Cranborne HouseSt Paul’s PlaceBH8 8HF Bournemouth

Tel: [44] 01202 211001Fax: [44] 01202 211004

RANS Ltd Mexico

Campos Eliseos339 Col. Polanco11560 Mexico

Tel: [52] (55) 91 71 97 00Fax: [52] (55) 91 71 97 03

Website: http://ransltd.blogspot.com/Click

References• Black, J,S., Gregersen, H,B., Mendenhall, M,E., Stroh, L,K. (1999) ’Globalizing

People through International Assignments’ Addisson-Wesley: Harlow.• Burgoyne J and Reynolds M (1997) Management Learning- Integrating Perspectives

in Theory and Practice. London:Sage.• Bratton, J. and Gold, J., 2007. Human Resource Management – Theory and

Practice. 4th ed. Hampshire: Palgrave Macmillan. • Carneiro A (2005) How technologies support winning strategies and productivity.

Handbook of Business Strategy. Emerald Publishing Group Limited.• Ferraro G P (2002) The Cultural Dimension of International Business. 4th Ed. Prentice

Hall.• Gibb,(2002) Human Resource Development: Process, Practices and Perspectives.

2nd Ed. Palgrave, Macmillan.• Hodgetts, R., Luthans, F., Doh, J. (2006) ‘International Management: Culture,

Strategy, and Behaviour’ 6th Ed, Mc Graw Hill: Singapore.• Jones, S (1992) How Interactive Video can help Training Logistics. Education and

Training MCB UP Ltd• Learning on Call 2008. Available from:

http://www.learningoncall.com/WhyStreamedLearning.do [Accessed 16 May 2008]• Long, L.K. and Smith, R.D. (2004), ‘The role of web-based distance learning in HR

development’,Journal of Management Development, Vol. 23 No. 3, pp. 270-84. • Marchington M and Wilkinson A, (2005). Human Resource Management at Work.

CIPD London• Morris (1984) The Evaluation of Training. Emerald Backfiles 2007.

• Mullins L J (2007), Management and Organisational Behaviour. Prentice Hall• Mumford A (1997) Action Learning at Work. Aldershot.• Pedlar, M., Burgoyne, J. and Boydell, T. (1997). The learning company: a strategy for

sustainable development. 2nd ed. McGraw-Hill: London. • Pettinger R, (2002) Management Development: Mastering Employee Development.

Palgrave, London. • Simmonds D, (2002) Designing and Delivering Training. CIPD London• Sims, (2006) Human Resource Development: Today and Tomorrow. Information Age

Publishing.• Tayeb, M,H. (2003) ‘International Management: Theories and Practices’ Prentice Hall:

Essex.