Traditionally, the training of multinational companies focuses on managers sent by their parent companies to work abroad. With the expansion of transnational operation scale and the increasing demand for high-quality human resources, coupled with some advantages embodied in the localization strategy of managers, such as familiarity with local culture, helping to discover existing business opportunities, and carrying out work according to local conditions, more and more companies such as IBM and P & amp； G, McDonald's and other large multinational companies began to pay attention to the training of local managers in the host country, so as to make their names meet the standards required by the parent company in May Day management.

(1) training purpose

Because the managers from the host country lack a deep understanding of the transnational business strategy, management style and management procedures of the parent company, this kind of training is mainly aimed at the training of management methods, management skills, technology and related company culture. The purpose of this training is to make the management level of local managers in the host country meet the requirements of the company as soon as possible, so as to improve the coordination and control of the production and operation activities of the parent company to its subsidiaries.

(2) Training content

The training of managers by multinational corporations in the host country focuses on production technology and management technology. Although corporate culture training is sometimes provided, cultural sensitivity training is usually not the focus.

Management skills training is usually classified according to management functions. The training of marketing department managers focuses on various management skills in marketing, distribution, advertising and market research. The training of accounting department managers focuses on the differences of accounting standards between home country and host country, computerized accounting methods, financial statement analysis and foreign exchange risk analysis.

Production technology training usually focuses on the transfer of production technology from home country to host country. Most of the trainees are managers of production department and quality control department.

In most large multinational companies, training is linked to the promotion of managers. Managers at different levels receive different types of training. Therefore, when managers are promoted to the post of organ newspaper, they often need to increase their skills through new training plans.

In addition, when training managers in the host country, it is necessary to take into account that due to the education, experience and cultural influence they received since childhood, they tend to be biased towards national interests in management activities. Therefore, it is necessary to strengthen the cultivation of their loyalty, strive to make them improve their ideological realm, consider and make decisions on company affairs from a more just standpoint, and make the company realize the goal of maximizing the overall interests of transnational business activities.

(3) Training form

Due to the lack of understanding of the company's business and technology, the management personnel of the host country have some special training besides general training, mainly in the following two forms:

First, the personnel of the host country are employed in their own countries. In order to solve the problem of lack of business skills of host country personnel, many multinational companies employ some host country students who graduated from their own business schools. These personnel are usually sent to the headquarters of multinational companies to receive policy indoctrination and study the company's special business methods and management procedures, and receive on-the-job training in some special functional departments such as finance, marketing or production.

Second, the personnel of the host country are employed by the host country. After all, the number of people in the host country who graduated from the university in the home country is limited, so multinational companies must hire local people to hold management positions. In order to make up for their lack of knowledge, the company must do a lot of work. Let them participate in the hourly training plan of the subsidiary of the host country; Or, send them to universities in the host country to study management and business courses; It is also possible to send them to their own business schools to study; Or participate in the parent company's training program. In addition, trainees will be sent to the headquarters, branches and other subsidiaries of the parent company to familiarize them with the business operations of various enterprises, meet with other managers separately and exchange experiences with them.

Although managers from the host country don't need expensive foreign language training or focus on solving the problem of cultural adaptation, they should also carefully formulate training plans, learn to adjust their cultural mentality, actively participate in various social activities and integrate into the company's cultural atmosphere as soon as possible.

The training of overseas managers by multinational enterprises is not only varied in content, but also varied in methods and means. When international enterprises carry out this kind of training, they must decide the training type and training time according to different tasks, working environment and the specific situation of candidates, and choose the training content and methods according to the principle of suit the remedy to the case, so as to achieve the best possible training effect. (Excerpted from: Human Resources Development in China)