Presented to: Ms.

Nighat Ansari

International Training and Development at DESCON

International Human Resource Management

Group Members
SADIA JAMIL
ABEERA ZAFAR HINA ILYAS

ROLL#57
ROL# 59 ROLL#60

SIDRA SHAHNAZ ROLL#61 NIDA YOUNAS ROLL# 91

Company Profile
Descon has evolved into a multi faceted Engineering and Manufacturing concern Set up in December 1977 First Pakistani Multinational Company Group of ventures Project Management, EPC, Engineering, Manufacturing, Construction, Maintenance, Software Development, Mining, Chemicals and Trading.

 To become a

world class engineering, manufacturing and construction company operating internationally

"To provide our valued customers with cost effective and reliable solutions in project implementation and be recognized as the leading manufacturer of high quality equipment for plants."

Mission

Vision

Organization Chart

Organogram of HRD
Vice President
Manager HRM

Lead T&D Executive

Compensation & Performance Mgt Executive

Lead Recruitment Executive Recruitment Executive Overseas Recruitment Executive Domestic Construction

Business Division HR Establishment

T&D Executive

Recruitment Executive Manf. EPC, BMS

Key Components of HR Dept

Individual Development (Personal)
Career Development (Professional) Organizational Development

Role of Training
Descon business strategy has training programs for development of the company and better future. It increases the innovation and increased improved human working capital.

Reasons of International Assignments

Companys Requirements Technical Requirements

Individual Development
Client requests

Selection Criteria of Expatriates

Standard criteria

Host country issues

Compensation packages

Problem Faced by Descon in International Assignments

Visa problems Salary negotiations problems with the employees Medical assessment problems

Techniques used to overcome problems

Hiring plan Staffing plan Forecasting Clear Policy & procedures Salary Conversion Techniques

Role of HR dept in International Training

Assessment and Analysis of need for training

Co-ordination with management

Administration

Duration of International Assignments

Short term Assignments

long term Assignments

Virtual Assignments

Examining the Need for Training

By immediate supervisors
Performance appraisals Position fillings FIDIC

Development Programs at Descon

Graduate Engineer Training Program (GETP) Project Engineer Leadership Program (PELP) Project Management Training Supply Chain Management for Commercial Managers Proposal & Estimation Contracts Management HSE for Line Managers Finance for Non-finance Managers HR for Line Managers Project Planning & Scheduling

Training Programs for Fresh Graduates

GETP (Graduate Engineer Training Program) MTP (Management Trainee Program)

Training Methods
In-House training On-the-Job Training

Program Conducted Abroad

Training Methods
Presentations Lectures Audio Visual Simulations Case Studies Teamwork training Computer based training

Pre departure Training

In Descon the purpose of this term is to gain a better understanding of how companies train

their employees for international

assignments.

Our Learning philosophy

The learning culture is nurtured encompassing employees that
range from the senior management to the unskilled labor, primarily through two of our well-established training setups

Descon Training Institute (D.T.I)

Management Development Center (MDC)

Components of Pre-departure Training

Cultural Awareness Programs Preliminary Visits Language Training Practical Assistance Training for the Training Role TCN and HCN expatriate training Training for Non- Expatriates

Cultural Awareness Programs

The components vary according to:
Country of assignment

Duration
Purpose of the transfer

Provider of the program

Preliminary Visits
The country of assignment is the determining factor
The aim is twofold:

Part selection decision

Part pre-departure training Exposure to the expatriate community can be a positive outcome

Language Training
Descon considers the following aspects related to
language ability that need to be recognized. Role of English as the language of world business Host country language skills and adjustment Knowledge of corporate language

Practical Assistance
Descon consider it essential for avoiding:
A negative response for the host-country culture Relocation specialists to provide local

orientation and further language programs Job-related factors (training roles, promotions)

Training for the Training Role

The Descon engineering Limited considers the ability to transfer knowledge and skills in a culturally sensitive manner should be integral part of pre-departure training programs.

Equal Opportunity Employer and Diversity

At Descon, we have an exceptionally diverse workforce employing more than 26 nationalities across 5 countries. Equal opportunity for every employee there is no discrimination on the bases of gender ,race etc

Expatriate Failure
Premature return of an employee is called expatriate failure. The frequency of expatriate failure at Descon is relatively very low. Expatriate failure incurs a high direct and indirect cost to the company.

Reasons of Expatriate Failure

Cultural fit

Home sickness
Language barriers

Female Expatriates
Female expatriates are sent on international
assignments at Descon usually for the period of six months. Female expatriates face problems of family issues and country-requirements

Developing Staff through International Assignments

Management Development Organizational Development

Management Development
Job enrichment Promotions Career Enhancement

Preparation for a future role

Organizational Development

Diversity gives birth to creativity and innovation

Individual development can lead to

organizational development

Swot Analysis
Weaknesses
No training on local laws and custom training done for the employees

Strengths
Organizational Development No discrimination on the hiring of the expatriates

Opportunities
Expansion of the business. Global managers

Threats
Turnover language barrier

Recommendations
They should send employees on more types of international
assignment rather than on just three types of assignments

Jobs are not secured in the home country for the employees who
are sent on long term assignments. An arrangement for job security should be made for such assignees as well.

Recommendations
Returned expatriates should be given an opportunity to act as trainers for future expatriates Training on host countrys laws and customs should be made available to the expatriates.

Analysis