PART II
Training Design, Development and Learning Processes

In Part II of this book we look primarily at processes and systems to implement effectively the training of managers, and in particular the training of international managers.

Chapter 6 sets up the basic framework SUCCESS, a new ana complete process ror planning the development, deployment, evaluation and reinforcement of training. The acronym stands for:

• Survey
• Understand
• Create
• Conduct
• Evaluate
• Strengthen
• Sustain.

Each element is explained in the next seven chapters. Importantly, Part II provides a model to help readers benchmark their own and client organizations in order to identify which parts of the framework they should apply in individual situations. This tool, in common with the whole SUCCESS model, is applicable to any training intervention, but the authors feel it is particularly relevant to delivering value in training multi-cultural groups. Chapter 6 contains a new model to help trainers and others using learning interventions to recognize the level of training commitment within individual organizations. This model has been identified as extremely useful in matching the trainer's approach to the stage of development of the organization in terms of its commitment to training.

Chapters 7 and 8 focus on ensuring that the training is relevant to the organization and the individuals, and is capable of achieving meaningful objectives for both. Most trainers spend much of their time constructing learning architectures, developing materials and conducting training programmes. How this needs to be adapted for multi-cultural groups is covered in Chapters 9 and 10.

Assessing how the training has been appreciated is reviewed in Chapter 11, while ensuring that both the individual international manager and their organization obtain long-term benefit from what they have learned is covered in Chapters 12 and 13.