1. The goals of Deloitte’s Global Development Program were two-fold in enabling promising leaders from different countries and reinforcing the concept that they’re in a global organization. The second goal was to sell both the executives and employees of these countries as to the value of participating in such a program. The mission of the program was to: reshape the program to fit global needs and to market the program to employees from diverse cultures.
The most difficult of the program objectives was in engaging both executive and employee approval for the program as executives were having difficulty in forecasting the need for spending a couple of years working in another country would benefit their own operations and they weren’t always eager to bring in someone from another country and allow him/her to work for important clients just to gain experience – especially if they had to cover the salary costs.
The most noteworthy features of the program for career development was in allowing both employee and spouse the opportunity to look at living in other countries and gain cultural experience as well as enabling employees to have international experience will translate to both the employee and the company to move forward.
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This package includes profiling of participants in various countries, with a balance of women/men/single/married, with an identifiable message; as well as a self-assessment tool that would help potential participants evaluate their readiness to engage in such a program. 3. The concerns I would have as the company looks toward the future is in those countries where there is civil strife rampant and whether the company could provide the security needed, both personally and professionally, to allow for continued participation from other offices in these areas.
There is also a potential problem of whether there is sensitivity training and field experiences included in the training (along with the current marketing materials) and if the international program will provide the help needed to protect managers from career development risks, re-entry problems and culture shock.
Although home country managers frequently have formal responsibility for appraising individuals on foreign assignments, they may not be able to fully understand expatriate experiences because geographical distances pose communication problems. Host country managers may be in the position to observe day-to-day performances but may be biased by cultural factors and may not have a view of the organization as a whole. Therefore, by incorporating both the home country and host country in evaluations may provide a more enlightened experience.