Week 5 Project

Training

When the HR professional sets out to develop a training program, he or she must know the available talent and the skill set the person (talent) possesses. To simply move an organization to a particular country because it may offer a low-cost strategy in terms of wages may not be the best option. On the other hand, to pour millions of dollars into a training program believing there will be a signi�cant return on the investment is also not wise. The HR professional should understand the difference between liberal market economics (LME) and coordinated market economics (CME) and the applicability to the organization. Training needs to be assessed from various points of view: employee, employer, shareholder, all relevant costs to the organization, etc. In addition, the proposed training needs to be aligned with the business strategy.

Case Study:

Ryanair is an Irish low-fare airline (LFA) similar to Southwest Airlines; however, Ryanair has severely opposing views of training and employee value unlike Southwest Airlines. The CEO, Michael O’Leary, has very little respect for his customers and employees. Ryanair applies the LME approach to training and development. He recruits the cabin crew from agencies and does not offer any type of in-house training to his employees. The candidate must pay the agency for training, and if an employee does not pass the one-year probation, he or she must still pay the agency any outstanding training fees (Wintersberger, 2017).

An organization has the option of establishing a training program that will encourage employee engagement or create a culture �lled with decreased employee morale. Of course, there will always be candidates seeking employment at an organization that does not value them. Survival comes to mind. In the end, the training and treatment of the employees may be the tipping point for maintaining the competitive advantage when faced with new competition.

Additional Materials

From your course textbook, International Human Resource Management: A Case Study Approach, read the following chapter:

International Training and Workforce Skills

From the South University Online Library, read the following articles:

Training Chinese Leaders to Go Global (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx? direct=true&db=p6h&AN=110710329&site=eds-live)

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Customizing Training for International Audiences (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx? direct=true&db=eue&AN=114250763&site=eds-live)

Go Local for Global Training (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx? direct=true&db=bth&AN=100997119&site=eds-live)

Delivering Training Strategies: The Balanced Scorecard at Work (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx? direct=true&db=eue&AN=108789769&site=eds-live)

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