The continuous training and development of HCNs and TCNs for management positions is also important to the long-term success of multinational corporations. As part of a long-term staffing policy for a subsidiary, the ongoing development of HCNs will facilitate the transition to an indigenization policy. Furthermore, multinational companies like to have well-trained managers with broad international experience available to take charge in many intercultural settings, whether at home or abroad. Such managerial skills are increasingly needed in U.S - Japanese joint yen- hires - a good example being G.M-Toyota in Freemont, California. There, managers as well as employees from both America and Japan learn to work side by side and adjust to a unique blend of country and corporate culture. For the Americans in this organization, helping to acculturate the Japanese employees not only demonstrates friendly goodwife but is a necessary part of securing their own future in the company.
Many HCNs are, of course, receiving excellent trairthig in global business and Internet technology within their home corporations. Kim In Kyung, 24, for example, has a job involving world travel and high-technology with Samsung Electronics company, of Seoul, South Korea. It's part of Samsung's strategy to promote its new Internet focus, and this strategy has landed the farmer's daughter a $100,000 job. Her situation reflects Seoul's sizzling tech boom, where IT comprised 11 percent of its $400 billion economy in 2001, and is expected to reach 20 percent by 20l0.
In another common scenario also re4uiring the management of a mixture of executives and employees, American and European MNCs presently employ Asians as well as Arab locals in their plants and offices in Saudi Arabia, bringing together three cultures: well-educated Asian managers living in a Middle Eastern, highly traditional society who are employed by a firm reflecting Western technology and culture. This kind of situation involves the integration of multiple sets of culturally based values, expectations, and work habits.
Training Host-Country Nationals : Developing a Global Management Cadre article from Global Human Resource Management Catagory Training Host-Country Nationals
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