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TrainingWithoutBorders andd it t iss different t fromm thee Spanishh inn Spain. • English—British h orr American? It t makess a difference QUICK TIPS and, for r printed d materials, also affects s thee paperr size. Cerner, Cartus, and Verizon are international companies that know what it “Some e conceptss aree so specific c thatt they y needd to stay takes to develop effective curricula for overseas learners. Here are their in n thee original l language e (often, English),” says s Ryffel. top tips: “Also, for r a language e such h as s Chinese, there e cann be • Use culturally y relevant t scenarios, case studies, and activities to showw em- endless s debatess of f whatt thee correctt translation n is; one ployees you are willing g to tailor r your r trainingg based on their r location and not company y I know w off decided d nott to translate e anything force the same scenarios orr case studies used in the U.S. justt to avoidd such h discussions. Andd be e suree to use e the • Take into account t local employment t laws, which can be differentt in each name e of f the e country y inn thee wayy thatt is s thatt country’s country. For r example, legal lengths of f workdays vary y by y country. preference—or r iff it’ss a political l minefield, avoid dput- • Remember r the finer r points of f language translations, such as the difference tingg itt inn writing.” between British and American English and the difference between the writ- Along g with h thee languagee andd learning g content, the ten characters used in the People’s Republic of China and in Taiwan. trainingg environmentt andd set-up must t bee culturally • Consider r thatt learners in other r countries may y nott be comfortable with the sensitive. Ryffel l says s to research h howw those e youu aree de- same formatt of f discussion practiced in the U.S. For r example, it t mayy make velopingg contentt for r aree comfortablee receiving g training. some learners uncomfortable to admitt a point t the trainer r made did not t make “Bee mindfull off the e hierarchy; it t affects s howw training sense to them because they y knoww itt will cause the trainer r to lose face with groupss aree organized d andd thee timing g of f related d events,” the rest t off the class. she e advises. “Maintain n a ‘safe’ environment—in n many • Get t broad participation from the overseas organization for r which you are cultures, making g mistakes s is s nott viewedd as s a learning developing g the content. Find out t directly y from those learners their r needs and opportunity y butt rather r ann opportunityy to lose e face; then test t outt the material with some of f those learners and local trainers. checkk understanding g inn multiple e ways. Asking g ‘Do you understand?’ can n result t inn loss s off face—nott for r the e one Doingg so will help create the global mindset t that t is key y to success. who didn’t t understand d something, but t forr the e trainerr who didn’t Sunderman. “When n thee approach h iss a company-wide e balance e of explainn itt adequately.” internal l andd externall training g resourcess drivenn by y thee demandss of Also, she e says, make e suree you u knoww howw to establish h credibility the e content, the e companyy sendss the e messagee thatt itt iss a globall com- for r yourself f andd for r thee program; sometimes, experience e iss most pany y basedd inn thee U.S. That t iss a muchh more e engaging g stance.” important, while e other r times, it’s s degrees, credentials, etc. “Finally, Verizon n is careful l to check k backk to see e iff thee overseas programs learn n howw the e education nsystemm operates. Often, your rparticipants’ are e deliveringg onn companyy expectations. The e process of f assessing schooling g was s rigid; the e teacherr wass the e authority, andd thee stu- the e success of f ann overseas course e andd thenn makingg adjustments dents’ responsibility y wass to learn n thee onee correctt answer—usually is not t so differentt fromm assessing g U.S.-based d courses. “Today, throughh rotee learning. This s might t informm someone’s s educational the e time e itt takes to determine e iff a learningg program m is working expectations. Remember, your r goall is s to inspire e confidence e ass a knows no geographicc boundaries. If f business impact, measure- credible e authority y andd lett peoplee work k inn their r ownn language, even ment t approach, and d dataa sources have e beenn identifiedd as part t of if f youu don’t t understand d it. If f necessaryy orr helpful, occasionally the e development t process, then n geography y is not t inn play. Distance organize e smalll group discussions s around d a common n language.” and d languagee will l complicate e post-hoc c ‘save-the-day’ measurement t off learning g programs,” Sunderman n notes. “Whether r going TAKE CARE WHEN OUTSOURCING around d thee corner r orr aroundd thee world, it t is hard d to make e up for Some e companies find d the e demands of f creating g orr delivering poor r business impact t assessmentt planning. Likewise, the eprob- content t forr overseas learners so daunting g thatt they y needd third- lem m driving g thee need d forr adjustments to training g oncee delivery party y help. But t organizations going g that t route e shouldd proceed has begunn cann bee traced d back k to analysis, andd to a lesser r degree, with h caution, says Michael l F. Sunderman, executive e director, design. If f a product t has 30 features in n onee country, but t onlyy 29 Verizon n Training g and d Development. “Having g a consistentt prac- when n soldd inn anotherr country, don’t t expect t thee learners to simply ticee wheree a U.S.-based d company y develops and d delivers content figuree outt whatt doesn’t t applyy to them. Localization n says that t all for r U.S. locations but t outsources deliveryy inn other r countries has aspects of f thee training g havee to be e prepared d to providee thee best both h learningg and d corporatee culture e implications,” Sunderman learning g experience e inn the e locationn it t is delivered. This means points out. “From m a learningg standpoint, the e outsourcerr needs language, content t scope, cultural l linkage, and d delivery y mode.” to be e well l versed d inn thee culturee off thee companyy andd its learning Sunderman n recommends embracingg thee globall mindsett orr atti- programs to operate e as an n extensionn off the e company’s learning tude, andd thenn communicating g thatt attitude e to overseas learners. resources. Otherwise, you u aree leftt withh in-languagee contentt and “Money y cann bee spentt up front t onn makingg training g relevantt and out-of-sync c context.” accessible e to each h learningg community, or r thee moneyy can n be When n you u work k withh ann overseas s outsourcee partner, you u still spentt overr time e onn lostt productivity y andd correctingg errors from facee cultural l sensitivity y challenges. “Perhaps s thee moree significant miscommunications,” he e says. “Perhaps more e important t aree the factor r is s thee cultural l qualitiess the e companyy iss tryingg to convey. intangible e returns on n localizationn investments. Having gemploy- Usingg employees s inn the e U.S. andd contractorss elsewheree sayss we ees and customers who believe your company y is focused on are e a U.S. company y thatt doess businesss inn otherr countries,” says their success…priceless.” t . 46 | NOVEMBER/DECEMBER <strong>2012</strong>training www.trainingmag.com
Management Challenge transforms front-line managers an allows them to pratie haing iult onersations with iret reports through ieo-ase role-pla senarios leaers ommuniation an teamwor sills an hallenges them to thin strategiall to sole real-worl prolems in a team-ase usiness simulation www.enspire.com 512.472.8400 Business Challenge empowers managers o mae naniall soun usiness eisions an o eeiel ommuniae hose eisions ompeing in an online muliplaer simulaion nspire oers ustom-eelope learning solutions peialiing in simulations an ommuniations training we reate solutions that meet our uniue usiness an learning oeties
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Page 9 and 10: Social Media at t Work SOME 75 PERC
Page 11 and 12: Is your manufacturing workforce at
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Page 27 and 28: The majority of companies—43 perc
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Page 33 and 34: 2012 saw a very slight dip in the a
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Page 39 and 40: 1,000- 2,500- 10,000- 25,000 50,000
Page 42: EXCLUSIVE SALARY SURVEY Salaries by
Page 45 and 46: www.trainingmag.com Curricula and l
Page 50 and 51: Learning 48 | NOVEMBER/DECEMBER 201
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