International L&D: reconciling corporate ambitions and local realities
Just-in-time training, accessibility, engagement: these topics are nothing new for L&D managers. But on an international scale, their impact is unique.
How can you strike the right balance between corporate requirements and local needs?
This is the question we explored during our latest international L&D meeting. On this occasion, Cegos experts and international L&D directors shared their experiences and revealed their winning strategies. Here is a selection of their best advice!
Train just right and just in time
In a constantly changing world, your organisation's strategy is the only stable reference point. Strategic priorities must be translated into skills. This is the starting point for a relevant training offer.
For international organisations, the division between what falls within the scope of the group and what falls within the scope of local entities is fundamental.
Some organisations adopt a skills-based approach. The corporate manages strategic and cross-functional skills. The local entity takes care of specific skills. Others use a ‘fix and flex’ approach: a fixed corporate framework with local flexibility. The group defines the target, subject and format. Deployment is carried out locally, with corporate logistical support.
Don't forget the intermediate levels. Regional departments or business units can carry out deployments in a given geographical area, with more weight than each individual country.
Relying on local initiatives and internal universities is a good approach. Learners must be able to navigate easily between the different offerings to find the right training at the right time. In addition, a strong learning culture encourages employees to take charge of their own development.
Beware of preconceived ideas about formats! E-learning, although practical internationally, sometimes has a limited business impact. AI and chatbots are becoming increasingly effective, but human support remains irreplaceable.
See also: 5 steps to successful just-in-time training
Fostering accessibility and adaptation
Internationally, global ambitions must be aligned with local realities. Regulatory, cultural and technical contexts differ. Striking the right balance is tricky.
Language is a major challenge. Finding off-the-shelf content in languages other than English or French is a daunting task. When localising content, subtitling is sometimes insufficient, and dubbing allows for better understanding. This choice should be validated with your target audience.
Inclusivity requires diversity. It is important to set up international working groups. They identify cultural specificities, avoid pitfalls and improve relevance.
AI helps international L&D managers. It speeds up translations, but proofreading is necessary to correct errors. You can also ask AI to take into account the cultural context of your learners in your prompts. In any case, human control and final validation are essential.
Finally, the risk of a skills gap is very present in international companies. Accessibility of training is key. AI, for example, is not accessible everywhere or to everyone.
Read also: International training project: local or central team, what works best?
Improving engagement
In a multicultural and decentralised context, fostering engagement is a complex task.
Buy-in does not depend solely on participants. An international project will only take off with the support of local management. It can be supported by carefully selected internal sponsors and ambassadors.
Setting an example is also a powerful driver of commitment. Managers, leaders and executives must take care of their own development. This sets an example and encourages employees to do the same.
Challenges and rewards keep learners motivated. Here too, cultural differences matter. During a rollout, a learning team discovered that the effectiveness of certifications and badges varies from country to country. These nuances can be identified by consulting your experts, managers and local learning teams.
Test several approaches to create a unifying learning culture within your group. Some companies encourage their employees to devote a few hours to free training. Others rely on internal trainers or mentoring.
Selectivity can also create desire: a flagship programme with a limited number of participants can become very attractive.
Finally, to improve engagement, training teams need to develop their marketing skills. This goes beyond communication. Segmenting learners, positioning your offering and defining your value proposition are all elements that need to be mastered.
Read also: Training marketing: why and how to get started?
The art of managing variables
International training projects are unique. There is no magic formula. You have to constantly adjust the balance between different variables:
- Adaptability:
Define what is common and what is specific to each region. - Belonging:
Choose between compulsory or optional training. - Budget:
Pool funds or leave management to local entities. - Culture:
Opt for a common language or favour local languages. - Dependency:
Manage with limited or multiple resources.
"There is no magic formula! Each situation, each academy, each project requires specific adjustments to these parameters". specified Jonathan Mohadeb Lysobycki. "And sometimes, even within the same project, a successful initial rollout does not guarantee that the same approach will work for subsequent ones. Flexibility is key."
These analyses highlight the complexity and richness of international L&D issues. What strategies do you put in place to meet these challenges?
Read also: 8 tips for deploying international training
