Training new recruits to work overseas

Mentoring Program

Training new recruits to work overseas

Mentoring Program

by admin

The new recruits were to become a bridge between the local market and overseas.

This client is one of the largest design and construction companies in Japan, with ongoing projects in many regions around the world.

This client recruited a group of young, foreign construction engineers and project managers as part of their strategic plan to strengthen their position in foreign markets, and manage overseas projects more effectively. They recognized that the project management methods used in the local market and overseas had significant differences: these new recruits were to become a kind of bridge between the two sides.

It was decided to have the senior local staff train the new recruits in the ways of working employed at the head office so that when this group was mobilized overseas they could more easily interface with head office and eliminate confusion, mistakes and expensive rework.

Globalinx's Role

Globalinx provided a team of training consultants who worked both on site and virtually on this one-year project. The project included the following work:

This included the following areas:

  • Training objectives and experience
  • Culture and communication styles
  • Mentor selection and assessment
  • Mentee readiness assessment and preparation

Globalinx designed pre-mentoring workshops to train both mentors and mentees and thereby prepare them for entering into a productive mentoring relationship.

Globalinx supplied templates, worksheets, checklists, and guidelines to make progress easy to track and evaluate.

Globalinx provided ongoing monitoring and support of the mentoring program by supplying a Mentor Program Manager (MPM).

The program was evaluated against the original objectives and the lessons learned were documented for future projects.

Results which exceeded expectations

The participants reported high levels of satisfaction with the program and the new recruits are now performing well in their new roles.

A main reason for the success of the project was the inclusion of the consultants from the beginning. This level of involvement allowed the consultants to set up the program based on best practices and to establish clear standards of performance both for the mentors and the mentees. As a result, the mentees were able to understand their learning objectives and make rapid progress.