دعا كيف أن يكون أعدّت للخبرة الصين? أتمّ باميلا [لو] بحث ممتعة علميّة حول [بر-دبرتثر] تدريب ل [إإكسبتس] يخطّط أن يذهب إلى الصين.رغم أنّ هناك يكون بعض أدب يستنطق التأثير من [بر-دبرتثر] تدريب ([كلي] و [بروثرو], 1996; يغرّب [سلمر] [إت ل], 1998), هو واضحة أنّ وفقا ل, [بر-دبرتثر] تدريب موافقة. مع المعطيات ينال, أوصلت إختبارات إحصائيّة كان أن يخلق تفهم عميقة من الحاجات من يغرّب أنّ يكون أرسلت إلى الصين بشركاتهم. [بر-دبرتثر] تدريب [كروسّ-كلتثرل]
فاجأ هو كان الى حدّ بعيد أن يجد أنّ فقط بعض بعض من نصف من المستجيبات استلم [بر-دبرتثر] تدريب, رغم أنّ هم كانوا كلّ عمل ل [منس]. هذا يذهب ضدّ أكثر يدرس يتمّ على الفعالية من [بر-دبرتثر] تدريب [كروسّ-كلتثرل] ([فورستر], 2000; [رومرو], 2002; [وإكسين] و [بنكّيو], 2005), [إفن ثوو] هم قد ذكروا أنّ لا يزوّد كثير شركات بعد [بر-دبرتثر] تدريب. هناك عدّة أسباب أنّ يأتي أن يبالي عندما يحاول أن يكشف الأسباب ل هذا منخفضة تدريب إحتياط يصنّف. السبب أولى استطاع كنت أنّ يكون المغتربة يتلقّى سابقا إلى الصين قبل, وسابقا [فميلير ويث] الثقافة صينيّة أو على الأقلّ سابقا يشكّل بعض توقعات. مهما, من المستجيبات أنّ لم يستلم [بر-دبرتثر] تدريب, إلاّ أنّ كان نصف (9 مديرات) قد كان إلى الصين من قبل.

آخر يمكن سبب أنّ قد كان المغتربة على سابقة أخرى تنازلات أجنبيّة. The company then could have decided that it is not necessary for them to have pre-departure training. Waxin and Panaccio (2005) mention that international experience is a moderator on the effect of cross-cultural training. This fact also is mentioned by some expatriates who noted that the extent to which some companies provide training or expatriates want or need pre-departure training depends on the previous foreign experiences of the expatriate manager. However, from the results it can also be seen that even though the expatriate is familiar or somewhat familiar with the Chinese culture, they still think pre-departure training is useful. As one respondent stated: “Even I would have benefited from a language refresher course and my degree is in Chinese”. Also, it should not be forgotten to mention that it might as well be that the company does not provide standardised pre-departure training, but provides the support after arrival in the host country. This is the case for Shell, which would explain why none of the respondents from Shell received pre-departure training. It should be noted however, that some of these respondents did indicate that they would have liked to receive pre-departure training.

The training elements that were found most important by the expatriates based on their own personal experience in China were 1. Culture, 2. Guanxi and 3. Language. This importance was not completely reflected in the actual training they received, where Language had been neglected. Companies should not ignore language training (Weiss and Bloom, 1990; Hutchings, 2005). According to Brislin (1993), using the host country’s language has a positive influence on expatriate adjustment and facilitates cooperation of the employees. From the results we can see that some companies do not provide any kind of language training at all, although it is considered an important element of pre-departure training by the expatriates who have been on assignment in China. KIT does provide information on language background in their trainings, but actually learning the language has to be done in a separate optional module. It is up to the HR-department to take this result very seriously and include it in the pre-departure preparation.

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Pamela Lau