ABSTRACT
Firms that operate in the global arena confront a number of special problems related to the training and development of their global workforces and managers. Responsibility for training and development is traditionally one of HR’s core functions. So when an enterprise’s international business reaches a significant level, when it is involved with multiple subsidiaries and partnerships in other countries, with the transfer of its technology to other countries, with developing and pursuing a global strategy, and with the assignment of a number of employees to international positions, the training and management development function takes on a new and more complex nature.
