International Human Resource Management-MJ Version

In addition to the content of the system, several other factors should be

considered when evaluating an electronic-delivery cross-cultural training

program. Some other factors to evaluate include:

• Is the program self-directed? Is the participant able to move in and out of
  the program easily? Are the basic materials presented before the more
  challenging information is offered? Would they need to start over if they
  exit the program?


• Can expatriates access this information in real time, while they are on
  assignment? Are they allowed free access to the site – or do they have
  limited time or a limited number of accesses to the site?


• Is the system designed to tailor the information for the expatriates as they
  work through the training program? For example, does the system
  remember the country in which the expatriate is living, that she has two
  children, etc.? The more tailoring provided by the system, the more recep-
  tive the expatriate will be to interacting with the e-CCT system.


• Is the system relatively easy to use? Does it load quickly? Is the system easy
  to navigate?


• Is the information current? Check the country information – especially
  with those also offering broader relocation provisions (home searches,
  schools, etc.).

While e-CCT may be a cost-effective way to deliver training to many expatri-

ates, international HR professionals are advised to select their vendors

carefully – not solely on low cost or flashy graphics.

Link cross-cultural training with other HR practices

A CCT program that is linked with an organization’s HR practices has a greater
chance of success than CCT programs that are not linked by an overall HR
strategy. For example, when expatriates acquire new cross-cultural knowledge
and skills and apply them on the assignment, the way in which their assign-
ment performance is assessed must reflect these changes. The more critical
global assignments should be emphasized within the organization’s total per-
formance management system. In a similar fashion, expatriate compensation
should reflect the outcomes of CCT. If expatriates have acquired new
cross-cultural knowledge and skills and are able to use them effectively on the
assignment to enhance their performance, then they should be compensated
accordingly. Cross-cultural training should also link with selection and assess-
ment. Some personality traits, such as openness, may influence CCT success and
could be incorporated into the assessment phase of the expatriate process
(Caligiuri, 2000a, 2000b). Therefore, selection of people to participate in

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