Components of Pre-departure training

This article discusses the key components of pre-departure training for international assignments and their importance in the success of expatriate programs. It covers cross-cultural awareness training, preliminary visits, language instruction, and day-to-day assistance. The article also explores the measurement of training effectiveness using the Kirkpatrick Model and provides recommendations for improving pre-departure training.

PRE-DEPARTURE TRAINING –
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Table of Contents
1.0 Introduction..................................................................................................................3
2.0 Components of Pre-departure training.........................................................................3
2.1 Cross-Cultural Awareness Training.........................................................................................3
2.2 Preliminary Visits....................................................................................................................4
2.3 Language Instruction..............................................................................................................4
2.4 Day to Day Assistance.............................................................................................................5
3.0 Measuring the Effectiveness of Pre-departure Training.................................................5
3.1 Kirkpatrick Model...................................................................................................................6
4.0 Conclusion....................................................................................................................7
5.0 Recommendations........................................................................................................8

1.0 Introduction
Global corporate expansion has become increasingly competitive and highly applicable to
organisations over the years. Due to recent economic developments within the corporate
sector such as increases in international competition, mergers and acquisitions, high demand
for company restructuring and industry performance. Multi-national corporations (MNC)
have found it beneficial to assign parent country nationals (PCNs) in global subsidiaries for
the sake of forming international assignments (Arora and Wadhwa 2012). These individuals
are referred to as “expatriates”. As a result of these economic developments and urgency for
global industry expansion, International Human Resource Management (IHRM) activities
serve a fundamental purpose when achieving global success. Dowling and Schuler (2007)
defines IHRM as “The complexity of operating in different countries and employing different
national categories is a key variable of International Human Resource Management (IHRM),
which in broad terms involves the same functions as domestic HRM”. Dowling (1999)
suggest that a number of firms often underestimate the complexities involved when operating
in international markets, thus business failures gradually occur due to poor management
practices and lack of human resources. Furthermore, as a consequence of the globalisation
process, IHRM functions accommodates significantly to components found in the pre-
departure training programs. In order for the expatriate to transition smoothly into a foreign
nation it is essential that HR managers provide adequate pre-departure training to expatriates
prior to their departure. There are number of components associated in the pre-departure
process, most prominently; cross-cultural awareness training, preliminary visits, language
instructions, and assistance in practical day to day, these factors will be further elaborated in
the following report. The measurement of the effectiveness of pre-departure training for
international assignments will be discussed for deeper understanding. Additionally,
recommendations on how to enhance pre-departure training and avoid failures and setbacks
for future assignments will be provided.
2.0 Components of Pre-departure training
2.1 Cross-Cultural Awareness Training
Culture is defined as a set of values, morals, ethics, religion, ethnicity, etc. that governs the
social construct of a group of people and the differences between the cultural value of

different groups is known as cross-cultural difference. Cross-cultural differences can play a
vital role in the dealing of an employee who is travelling from one country to another for
fulfilling a foreign assignment. Different cultures have different styles of verbal and non-
verbal communication. In some cultures, shaking hands is considered to be a good gesture
while in some cultures, shaking hand can be considered as an offensive gesture. Similarly, in
certain cultures, written forms of communication are preferred over verbal assurances
whereas in other cultures, a verbal assurance is more than enough. These differences are
important to be understood by an individual who is planning to fulfil a foreign assignment. In
absence of cross-cultural awareness training, an individual becomes more likely to experience
a cultural shock or to offend someone unintentionally, which can lead to the failure of a
foreign assignment (Adekola and Sergi 2016). Therefore, cross-cultural awareness training
will form an important part of a pre-departure training program.
2.2 Preliminary Visits
Preliminary visits are another key component of a pre-departure training program where an
employee is sent to a host country for a very short period of time. The basic idea behind
sending an employee for a preliminary visit is to provide them a first-hand experience of the
conditions that they are going to face while working in the host country (Barsby and Barsby
2016). Visiting the host country can also help the employees in getting to know more about
the cultural values of that country and can help the employer in assessing the ability of an
employee to work in the host country. In most of the cases, even the employees are able to
tell through preliminary visits whether they would be able to successfully complete the work
assigned to them or are the conditions in the host country too difficult for them to meet their
performance objectives. Preliminary visits should be carefully planned and should not be
carried out as a criterion for selecting an employee. An organisation must consider the cost
and value of a preliminary visit because it can turn out to be expensive in most of the cases
(Kangas 2012).
2.3 Language Instruction
Language training is one the most essential components of a pre-departure training. The
inability of a company to offer language training to their expatriates can dramatically increase
the chances of failure of a foreign assignment. In foreign assignments, effective

communication skills are necessary to deal with the people belonging to the foreign country.
There can be instances when the language of a host country is completely different than the
language of the home country, which can make it difficult for an expatriate to communicate
with his or her counterparts (Charles and Marschan-Piekkari 2002).
Language training as a part of a pre-departure training can help the expatriates in becoming
more fluent in the language used by the employees in the host country, along with the jargons
or slangs that they might be habitual of using. Appropriate language training can help
expatriates in bridging the communication gaps that might exist between the host country and
the home country employees. Having a good command over the language spoken in the host
country can help expatriates in establishing effective relations with their co-workers as well
as with the clients (GoFluent Marketing 2017).
2.4 Day to Day Assistance
The training of an expatriate is a continuous program that has to be carried out before and
after the relocation as well. Expatriates might encounter tricky situations in their da-to-day
job and would require experts to assist them in finding a solution to such problems. Day to
day assistance helps expatriates in dealing with their day-to-day job-related issues by either
being in touch with a coach or a monitor belonging to any of the country. Being associated
with a coach or a mentor will fulfil a need of belongingness for the expatriates and they will
be able to share their problems with them and find out appropriate solutions within the
shortest possible time.
3.0 Measuring the Effectiveness of Pre-departure Training
Measuring the effectiveness of a pre-departure training is also an important part as it allows
business organizations to assess whether an expatriate is ready to be sent on a particular task
and to check the return on investment made in the training and development of an expatriate.
The effectiveness of a pre-departure training program can be assessed by some of the
following techniques:
3.1 Kirkpatrick Model
One of the most widely used methods of assessing the training effectiveness in an
organisational setup is the one that was developed by Kirkpatrick and is commonly known as

the Kirkpatrick model. The Kirkpatrick model was developed by Dr. Donald Kirkpatrick in
the 1950s (Smidt, et al. 2009). The model suggests that the effectiveness of a training
program can be measured at four different levels. These levels are reaction, learning,
behaviour and results. According to this model, a training program should be assessed for its
effectiveness right from the very first stage. Once a training programs progresses, the
previous levels can be used to act as a foundation for the next levels for assessing the
effectiveness of a training program.
Kirkpatrick model of assessing training effectiveness can also be used to assess the
effectiveness of a pre-departure training program. A detailed insight on how the four levels
can be used to assess the effectiveness of a pre departure training program is given below:
Reaction:
This is the first stage in the Kirkpatrick model that is aimed at measuring the reactions of the
trainees by asking simple questions. Asking simple questions can be helpful in establishing
their thoughts with respect to a training program and confirm if they enjoyed the pre-
departure training program or not. Questions regarding the learning program can also help
business organizations in finding out whether the employees feel that the program was useful
for them or not (Jain 2015). The reactions of a participant to a pre-departure training program
can be measured using online assessments immediately after the end of a training program.
Learning:
This is the next level in analysing the effectiveness of a training program where the managers
try to find out the extent to which the participants have been able to learn and develop new
skills and competencies. Assessing the effectiveness of a pre-departure training program will
be more complicated and time consuming at this stage as this stage involves the trainees to
undergo tests that would be used to evaluate the difference in their skill sets prior to the
training program and after the training program (Moldovan 2016). This stage is one of the
most important stages as most of the training programs are aimed at the development of the

employees and it is important for business organizations to check if their workforce has been
able to achieve certain competencies or not.
Transfer:
This is the third level in the model where the ability of a trainee to transfer the skills or
competencies learned in a training program to his or her workplace is assessed. When
assessing the effectiveness of a pre departure training program, transfer level can be checked
only when an employee would have relocated to the host country (Dorri, Akbari and Sedeh
2016). The ability of an expatriate to adjust in the host country will be a clear-cut measure of
the ability of that expatriate to transfer the skills, competencies or the knowledge gained in
the pre-departure training program to his or workplace.
Results:
This is the final level in the Kirkpatrick’s model that aims at identifying the effectiveness of a
training program by measuring factors, such as return on investment, improved quality of
products, productivity, production, etc. With respect to a pre-departure training program, this
level of training assessment can be measured by assessing the ease with which an expatriate
is able to adjust in the host country, productivity level, performance level, success of the
program, etc. (Kirkpatrick and Kirkpatrick 2016)
4.0 Conclusion
Pre-departure training is an essential part of an expatriate program as it can lead to the
success of an expatriate program if properly carried out. A pre-departure training program
can make it easier for an expatriate to adjust in a foreign location and carry out job duties and
responsibilities without encountering any kind of issues. Therefore, it is essential for business
organizations to design and implement pre-departure training programs for their employees
that are being sent on a foreign assignment.
5.0 Recommendations
As discussed above, pre-departure training program is a factor that can make an expatriate
program successful. Pre-departure training programs require heavy investment of time and

financial resources, which makes it imperative that the key components, which make a pre-
departure training program more efficient, are included in the program. Further, it is also
important for business organizations to assess whether a pre-departure training program has
been successful or not. In case a pre-departure program is not as successful as expected, an
assessment can be helpful in identifying inefficient areas and improving them to make the
program more effective. Further, business organizations can also use training effectiveness
assessment models, such as the Kirkpatrick’s model, to measure the effectiveness of a
training program more effectively.

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