Intercultural Relations Imagine you are the Training Manager for your job in Bus

Question

Intercultural Relations

Imagine you are the Training Manager for your job in Business Administration or Management. You are going to be sent 5 employees to train. Before they arrive, you need to create a plan for their training, create documentation that will support their training, their accommodations, and include language that will support diverse ethnic and cultural backgrounds.

Your deliverables are:

•An outline of what material you need to cover in your training

•A reference guide of important points that your trainees will need to remember

•An itinerary of where your trainees will stay, what they will do for meals and training times, including breaks Note: Remember that an outline is NOT the actual written out material but topics that are important for you to cover and any points you specifically want to make with your trainees. Your reference guide should be focused on what is most important for your trainees to be a successful employee in their (your) career field.

Explanation / Answer

Here are some softer training methods that are not necessarily essential to conveying information, but that can make receiving data or instructions a much more enjoyable experience, which will keep trainees involved and help them retain more information.

Example Training Session Plan

The example below shows a completed training session plan.

Learning Objective: To teach new team members in a call center how to handle challenging customer calls more effectively.

Confirm that students understand the session format.

Circle activity: ask each trainee for a comment on the recordings. What words come to mind? How well are the recorded agents handling their calls?

Circle activity: ask each trainee to share a negative call that they've experienced as a customer, and to explain how they felt about it.

MAIN SESSION

Run through the full call process:

Group activity: trainees discuss how to assess needs and information during the call.

Pair activity: use role play to practice difficult calls.

Check that trainees come up with a variety of realistic responses.

Ensure that each trainee demonstrates one successful interaction.

CONCLUSION

Key points that a training manager should focus on how to their trainee should become successsful

1. Orientation: A formal introduction to the company is necessary for interns/trainees to get familiar with the office environment and meet the staff they will be working with on a daily basis.

2. Company/Internship Handbook: Whether a written guide or website, it’s important for interns/trainees to have access to information about the company and its policies if they have questions. It’s important to have a written document that outlines intern benefits as well, such as paid time off, sick days, or any other company benefits you are offering. Also, the DS-7002 Training Internship Placement Plan serves as an additional resource for both you and your intern/trainee to refer to, as it details the role and responsibilities of the intern/trainee and the program goals. A copy of this executed document is emailed to the supervisor upon program approval.

3. Professional-level Assignments: Responsibilities cannot consist of more than 20% basic or clerical tasks. Programs must be professional in nature. Not only will interns/trainees get more out of the experience, but you will also benefit. Ensure that you are always providing challenging tasks and responsibilities to your interns/trainees while also fully supporting them as they learn and have questions.

4. Compensation: Living in the U.S. is very expensive. Interns/trainees should be compensated in some way for their services, whether through a stipend, monthly or hourly wage, or through transportation, housing, or meal benefits. If you cannot offer any compensation, ensure you’ve met the Department of Labor’s six criteria for unpaid internships.

5. Culture Shock. Each intern/trainee will handle living in a foreign country and working in a new environment differently, just as your U.S. employees may react differently to interns/trainees from other cultures. Business practices in the U.S. may differ from those in other countries, so it’s important to be sensitive as interns/trainees adjust to their new role and surroundings. Not all interns are comfortable raising concerns without your invitation, so it’s also a good idea to ask if your interns are happy or if they are experiencing any issues. Ask interns/trainees about their culture and encourage your employees to learn about your interns’/trainees’ culture as well. This is a cultural exchange program, and your U.S. employees will benefit from the cross-cultural work environment as well. Your U.S. employees’ willingness to learn about other cultures and ways of doing things will help your interns/trainees to feel more comfortable as they adjust to life in the U.S.

6. Language Barriers: All participants will have verifiable English language skills before being approved for the program, but it’s important to keep in mind that communication in English takes some getting used to. Many interns participate in the program because they are eager to practice and improve their English proficiency. Be patient as they improve their skills, and be careful with idioms and slang, which take more time to learn and understand.

7. Company Integration: Include the intern in company activities and traditions-both in and out of the office. Some examples include office sports teams, group lunches, parties or picnics, or even a speaker series. Make them feel like a part of the team and encourage their involvement.

8. Evaluations: Particularly for longer training programs, evaluations (written or in person) allow you to touch base with the intern/trainee and assess the program and the intern’s performance. Weekly check-ins are another way to track progress and provide feedback and guidance, and they also put aside a set time where interns/trainees can discuss any questions. Employers and interns/trainees are required to complete final online evaluations through InterExchange, as well as interim evaluations for programs lasting six months or longer. However, you should evaluate your interns/trainees more regularly to ensure the program is successful.

9. Exit Interview: Conducting an exit interview is a great way to gather feedback on interns’/trainees’ experiences at your company so that you can improve the program for your future interns/trainees. It is also a great opportunity to assess what your interns/trainees have learned about U.S. business culture, as this may help to inform your practice if you move into a more global work environment.

10. Keep in Touch! After interns/trainees return to their home countries and continue advancing their careers, you may want to stay in contact with them via email or LinkedIn. Not only are you a great resource and reference for them as they develop as professional peers, but maintaining this connection/contact will expand your global network in the future.

Key Points Training Aids/Tools Time Learning Check Open session: introduce tutor, outline structure, explain "housekeeping." Handouts showing session structure 10 mins.

Confirm that students understand the session format.

Employees need to be able to handle difficult customers confidently. Recordings of positive and negative customer calls. 30 mins. Check that each trainee has given a response in both activities. When customers feel that they haven't had a positive interaction, they are more likely to switch suppliers.

Circle activity: ask each trainee for a comment on the recordings. What words come to mind? How well are the recorded agents handling their calls?

Circle activity: ask each trainee to share a negative call that they've experienced as a customer, and to explain how they felt about it.

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