Best Practice in Learning & Development in China. Three studies will introduced: 1) Chinese Learner 2) International Employability 3) Corporate Training Process

1. Best Practice in
Learning & Development
in China
Guest lecture at the faculty of psychology,
University of Tarumanagara, Jakarta
by Prof. Dr. Hora Tjitra & Daisy Zheng
August 3rd, 2010

2. Excellence through Culture, Talent and Change
Corporate Learning,Training and Development/2010-08
Dr.Hora Tjitra - Professor for Applied Psychology
Zhejiang University
Associate Professor of Applied Psychology
Mobley Group Pacific
Associate Managing Director
Tjitra Management Consulting
Executive Director
Independent Trainer and Consultant
Intercultural Communication and Cooperation
PricewaterhouseCoopers Plc.
Global Diversity,Change Management and eHR-Solution
Change International Ltd.
International Management Development Asia Pacific
Dipl.-Psych.,Technical University of Braunschweig
Organizational Psychology and Human Resource Management
Dr.Phil.,University of Regensburg
Intercultural Psychology and Strategic Management

3. Excellence through Culture, Talent and Change
Corporate Learning,Training and Development/2010-08 3
Project References with Well-known Global Players from Different Industries
International Experiences in more than Ten Countries
with Business Executives from more than 30 Different Cultures
Guest and Visiting Professors at:
• CEIBS,China
• Sciences Po,France
• Euromed Management,France
• GSO MI,Germany
• IKF,Switzerland
• SISU,China
• International Islamic University,Malaysia
• Padjajaran University,Indonesia
• Atma Jaya University,Indonesia
• Airlangga University,Indonesia
• Surabaya University,Indonesia
• etc.

4. Excellence through Culture, Talent and Change
Corporate Learning,Training and Development/2010-08
Agenda
1 Understanding the Chinese Learners 5
2 Learning in Action - International Employability Project 10
3 Six Core Processes of Learning, Training and Development 17

5. Understanding Chinese Learners
• Understand Chinese learnersʼ characteristics in learning
• Understand what Chinese learners need for effective learning result

6. Results presented in Key Factors for Successful Learning & Development in China
is based on Research Project
Cross-Cultural Differences in Learning Behaviors
(sponsored by SAP AG, cooperated with Zhejiang University)

7. Excellence through Culture, Talent and Change
Corporate Learning,Training and Development/2010-08
Learning Belief in Chinese Cultural Context
The concept of “Learning”in the traditional Chinese culture contained the
meaning of imitation and practice.This learning belief significantly influenced
Chinese teaching and learning behaviors.
“Xue” originally means that the
birdie imitates other birds,later is
used as human being’s imitating
learning.
“Xi” originally means that the
birdie practices flying and later is
used as human being’s practice or
review on learning things.
立志
(Motivation)
博学
(Perception)
审问、慎思、明辨
(Comprehension)
时习
(Review)
笃行
(Practice)
By summarizing Chinese traditional learning beliefs on learning process,
we found there were five steps in learning process:

8. Brief Introduction of the Research
“Cross-Cultural Differences in Learning Behaviors”
Method
• 90-minute in-depth interview with 58 training&development experts
• All interview data were recorded and fully transcribed in the original language
(English or Chinese)
• Interview data were analyzed using the grounded theory approach
Resource
• Native Chinese experts
• Having intensive
training/teaching
experiences
• At least five years of
relevant working
experiences
• International expert
• Having international
working experiences
• At least five years of
relevant working
experiences
Experts, who have intensive experiences in teaching technology
and management as well as consulting and training
• German experts
• Major working and
learning experiences
in Germany
• Education in Germany

9. Chinese LEARNERs
are ...
... learning with heart and mind
“Chinese learners are more aware to learning
and they are hardworking.”
... results driven
“Chinese learners bring in a lot of questions
from work and expect could solve all from the
training or learning program.”
... bringing personal learn enthusiasm
“Chinese learners are more willing to learn,
they grasp every chance to learn.”

10. ... additional information
... to practice what he/she learned
... “room” for self study
... time to reflect
Chinese LEARNERs
NEED ...

11. Definitions
Top performers in science are students proficient at Levels 5 and
6 in the PISA 2006 science assessment (i.e. they have obtained
scores higher than 633.33 points). The other levels in science
performance are: Level 4 (score of 558.7), Level 3 (score of
484.1), Level 2 (score of 409.5) and
Level 1 (score of 334.9). Top performers in reading are students
proficient at Level 5 in the PISA 2006 reading assessment (i.e.
with scores higher than 625.61). Top performers in mathematics
are students proficient at Levels 5 and 6 in the PISA 2006
mathematics assessment (i.e. with scores higher than 606.99).

12. Excellence through Culture, Talent and Change
Corporate Learning,Training and Development/2010-08
International Employability
12
http://sinauonline.com/bmbf

13. Excellence through Culture, Talent and Change
International Employability_v1.0 / 2010-08
International Employability: German-Chinese Culture Program
13
Program background:
• An applied research and learning program, collaboration project between RheinAhr Campus of
FH Koblenz (Germany) with the School of Psychology, Zhejiang University (China).
• The program is funded by the BMBF as part of the German-Chinese Scientific Year Program.
• Getting to know the culture-specific conditions of studying and working in China and Germany.
• Defining central competencies necessary for German and Chinese employees to be successful
in the foreign job market.
• Defining central competencies necessary for German and Chinese students in the foreign
science context.
• Developing cultural sensitive assessment procedures.
• Designing intercultural media for assessment and learning.
Main objectives of the program:

14. Excellence through Culture, Talent and Change
International Employability_v1.0 / 2010-08
Participants
14
Ten young professionals from RheinAhr, Germany and
ten young professionals from Zhejiang University, China
participated in the program.

15. Excellence through Culture, Talent and Change
International Employability_v1.0 / 2010-08
Program Overview
15
Best Practice Discussion
• Company visit in order to learn from the real-world
• Round table discussion with senior professionals
Classroom Learning
• Cross-cultural communication and management
• Intercultural competency and sensitivity
• Applied I/O psychology in international environment
Social Learning
• Knowledge search, screening and acquisition on internet
• Experience sharing and group cooperation via web 2.0 tools
Action Learning
• Work in Chinese-German multicultural team
• Tasks focused on I/O psychology application in international environment
Culture Experience
• Ten days in China & Ten days in Germany to explore Chinese and
German culture and lifestyles
One month One month

16. Excellence through Culture, Talent and Change
International Employability_v1.0 / 2010-08
Knowledge Acquisition through Classroom Learning
16
• International study and
management research
• Working in multicultural
environment
• Effective communication across cultures
• Conflict management across cultures
• Intercultural competencies in German-Chinese cooperation
• Intercultural assessment and training for German-Chinese cooperation
• How to apply the assessment center technique in MNCs
• Human capital in German-Chinese cooperation

17. Excellence through Culture, Talent and Change
International Employability_v1.0 / 2010-08
Action Learning: Chinese-German Group Work
17
Video-based Learning and
Assessment
Development of InterculturalAssessment Tools
Best Practices inRecruitment
Intercultural Impression
Management

18. Excellence through Culture, Talent and Change
International Employability_v1.0 / 2010-08
Social Learning through Web 2.0 Platform
18
Program website:
information release, program agenda update, tips sharing, etc.
Online discussion forum via web 2.0 platform:
Chinese-German group work communication, result report,
experience, reflection and feedback sharing, etc.

19. Excellence through Culture, Talent and Change
International Employability_v1.0 / 2010-08
Exploring Culture and Lifestyles
19
Exploring Chinese culture
Living in German culture

20. Excellence through Culture, Talent and Change
International Employability_v1.0 / 2010-08
Learning from the Real World: Company Visit & Discussion
20
SAP Labs, China
BOSCH, China
(round table discussion with GM)
BMW, Germany
Giesecke & Devrient, Germany
SAP AG, Germany
(round table discussion with
former VP of SAP AG)

21. Excellence through Culture, Talent and Change
International Employability_v1.0 / 2010-08
Reflection & Feedback from Participants
21
• It is very cool to sit on a round table and have dinner together.
• The traffic jam not only occurs in big cities such as Beijing and Shanghai, but also in smaller cities, e.g. Hangzhou, Ningbo, etc.
• In Germany, everything has its rule and everything should be done in order.
• In China, advertisement pictures could be different from the real product, esp. some product declare the differences on the
ads. While in Germany, it is considered as illegal.
Explore another culture by experiencing it
Commonalities and differences across cultures
• I found that the Chinese and Germans have a lot in common, it is not that hard to communicate with each other. Meanwhile,
the problems or dangers in cross-cultural situations are much bigger than I expected before.
• There is a big difference in understanding the gesture between Chinese and German.
• Chinese people try to avoid a dispute or an argument.
• Young Chinese are not as shy or indirect as I thought before, but they are still more conservative than us (Germans).
• Germans are more direct in showing their emotions than us (Chinese).
• China is a hierarchical society, even nowadays China is less hierarchical than ten or twenty years ago, we are still more
hierarchical than Germany. Sometimes the “face saving” also links with hierarchy issue, but Germans never consider about
this, which is quite different from us.
• Chinese people have the habit to establish relationship in workplace during the leisure activities, while the Germans prefer to
differentiate workmate and playmate clearly.

22. Excellence through Culture, Talent and Change
Corporate Learning,Training and Development/2010-08 22
Six Core Processes in
Corporate Learning &
Development

23. Excellence through Culture, Talent and Change
Corporate Learning,Training and Development/2010-08
Six Core Processes for LTD Operational Excellence
Needs
Change
Challenge
Business
Impacts
Strategic Involvement Budget and InvestmentCorporate Commitment
Training Administration
Needs Assessment
Beyond the
“Training”
Building Commitment to Learning
Demonstrating
Value Contribution
Training Design
and Delivery
Learning, Training and Development
Influencing Metrics
Non LTD Process
Important LTD Process
Excellence LTD Process
Remarks:
Corporate Figures
Performance Metrics:
• Organizational Efficiency
• Learning impacts
• Improved commitment to learning
& Culture
• Business Performance
(HR and business related Award )

24. Excellence through Culture, Talent and Change
Corporate Learning,Training and Development/2010-08
Benchmarking Process and Report
*start on the 2nd batch
Main Report
• LTD Best Practice Indicators
• General and Financial Indicators of LTD Functions
• LTD Operational Excellence
Additional Information
• Participant Profile
• LTD Portfolios
• Summary of LTD Evaluation
• Backup - LTD Core Processes
Report Manual*
• Guideline on how to use the report
• Explanation on different terms used in the report
Data Analysis
& Report
Partner Discussion
& Meeting
Data Collection
& Verification
Participant Visit
& Discussion
Sharing Workshop
1
2
3
4
5

25. Excellence through Culture, Talent and Change
Corporate Learning,Training and Development/2010-08
How does LTD spend their time / use their capacity in the different processes?
Your
Company
Administration
Need Analysis
Design & Delivery
Beyond“Training”
Demonstrating Value
Contribution
Building Learning
Commitment

26. Excellence through Culture, Talent and Change
Corporate Learning,Training and Development/2010-08
Training Needs Analysis Process
Needs
Events
Changes
Challenges
Budgeting Approach
Investment
Culture
Strategic Involvement
Training
Design
& Delivery
Analytical
Frameworks
Analysis Levels
Data Sources Tools & Instruments
Training Needs Analysis
Analysis Report:Product /
Service Portfolios
Budgeting Approval:
Decision Process
Strategic Alignment
Prioritization
&Selection

27. Excellence through Culture, Talent and Change
Corporate Learning,Training and Development/2010-08
Analytical Framework Comprehensive Index
NeverNever SeldomSeldom SometimesSometimes OftenOften Very OftenVery Often In most casesIn most cases AlwaysAlways
Competency model drivenCompetency model drivenCompetency model driven
Professional requirementProfessional requirementProfessional requirement
Policy procedurePolicy procedurePolicy procedure
Talent management drivenTalent management drivenTalent management driven
Public relation / BrandingPublic relation / BrandingPublic relation / Branding
No specific analytical frameworkNo specific analytical frameworkNo specific analytical framework
Corporate (N=4)
Mid-size enterprise
(N=10)
Small enterprise
(N=11)

28. Excellence through Culture, Talent and Change
Corporate Learning,Training and Development/2010-08
Learning Barriers
Rank 1 Rank 2 Rank 3 Rank 4 Rank 5 Rank 6 Total
Lack of line manager support
Small enterprise 1 1 3 1 2 1 9
Lack of line manager support Mid-size enterprise 0 0 1 3 0 1 5Lack of line manager support
Corporate function 0 0 0 1 1 0 2
Organizational culture
Small enterprise 1 1 0 1 1 4 8
Organizational culture Mid-size enterprise 3 0 1 0 0 1 5Organizational culture
Corporate function 1 1 0 0 0 0 2
Pressure of time
Small enterprise 4 2 1 0 1 1 9
Pressure of time Mid-size enterprise 4 3 0 0 2 0 9Pressure of time
Corporate function 1 2 1 0 0 0 4
Lack of commitment from
senior management
Small enterprise 0 4 1 1 1 0 7
Lack of commitment from
senior management
Mid-size enterprise 1 1 2 2 0 0 6
Lack of commitment from
senior management
Corporate function 1 0 1 0 1 0 3
Lack of resource
Small enterprise 3 2 1 0 2 2 10
Lack of resource Mid-size enterprise 1 4 2 0 1 1 9Lack of resource
Corporate function 1 0 1 1 0 0 3
Lack of employee motivation
Small enterprise 2 1 0 4 0 1 8
Lack of employee motivation Mid-size enterprise 0 1 3 0 1 1 6Lack of employee motivation
Corporate function 0 1 0 0 0 2 3

29. Excellence through Culture, Talent and Change
Corporate Learning,Training and Development/2010-08
Non-Learning Solution ...
NeverNever SeldomSeldom SometimesSometimes OftenOften Very OftenVery Often In most casesIn most cases AlwaysAlways
• Providing guideline to perform the
work
• Providing guideline to perform the
work
• Providing guideline to perform the
work
• Providing equipment other than tools
to perform
• Providing equipment other than tools
to perform
• Providing equipment other than tools
to perform
• Improving timely and/or clear
feedback about worker performance
• Improving timely and/or clear
feedback about worker performance
• Improving timely and/or clear
feedback about worker performance
• Clarifying responsibility about who
should be doing what
• Clarifying responsibility about who
should be doing what
• Clarifying responsibility about who
should be doing what
• Clarifying organizational plans• Clarifying organizational plans• Clarifying organizational plans
• Providing rewards for performing• Providing rewards for performing• Providing rewards for performing
• Clarifying who reports to whom• Clarifying who reports to whom• Clarifying who reports to whom
Corporate (N=4)
Mid-size enterprise
(N=10)
Small enterprise
(N=11)

30. Excellence through Culture, Talent and Change
Corporate Learning,Training and Development/2010-08
Key Benefits and Six Levels of Evaluation
• Satisfy client needs
• Justifying budgets
• Improve program designs and processes
• Enhance the transfer of learning
• Eliminate of expand
• Enhance the respect and credibility of LTD staff
• Increase support from managers
• Strengthen relationship with key executive and
administrators
• Set priorities for learning and development
Key Benefits of Measurement and Evaluation
LevelLevel Measurement Focus
0 Input & Indicators
Measures input such as volume and efficiencies
0 Input & Indicators
Q: What is the number of participants,hours,and programs and
what are the costs?
1
Reaction &
Planned action
Measures participant satisfaction with the project and
captures planned actions
1
Reaction &
Planned action
Q:Was the participants happy with the program? Did the
participants plan to use the content in the program?
2
Learning &
Confidence
Measures changes in knowledge,skills,and attitudes
2
Learning &
Confidence Q:Did participants increase or enhance knowledge,skills,or
perceptions and have confidence to use them?
3
Application &
Implementation
Measures changes in on-the-job behavior or action
3
Application &
Implementation Q:What did the participants do differently in the job context?
Was the program implemented effectively?
4
Impact &
Consequences
Measures changes in business impact variables
4
Impact &
Consequences Q:What are the consequences of the application in terms of
output,quality,cost,time,and satisfaction?
5 ROI
Compares project benefits to the costs
5 ROI
Q:Did the monetary benefits of the learning program exceed the
investment in the program?

31. Excellence through Culture, Talent and Change
Corporate Learning,Training and Development/2010-08
High Financial Investment does not always guarantee a better performance
8
Tough Child
4
Glorious Child
6
Ignored Child
9
Spoiled Child
Performance Indicator
Resource
Indicator
• Tough and spoiled Child lesson learned:
• Senior HR who are committed to LTD as an instrument for organizational performance enhancement
or the LTD full-timer professional has enough experiences & seniority.
• Balanced between volume & quality as well as internal & external solutions
• Good documentation / Quality control

32. Excellence through Culture, Talent and Change
Corporate Learning,Training and Development/2010-08
Challenges and Barrieres for a Business Driven LTD
Techniques for an
Effective Needs Analysis
Creative LTD solutions
& LTD trends
Building commitment to learning
- Balance working and learning
Small size enterprises
LTD evaluation
- Value justification,reporting
and ROI
Portfolios management
- What LTD program?
- Quality vs.Quantity
Commonality of from
all participated companies
Resource Allocation
- Finance,Capacity,
Infrastructure
Talent management &
Leadership development
Strategic positioning
- Business alignment
Corporate function & Mid-size enterprises
Building commitment to learning
- LTD selling skills

33. Excellence through Culture, Talent and Change
Corporate Learning,Training and Development/2010-08
Performance-oriented & business-driven LTD needs ...
MONEY is
NOT ALL what a business-driven LTD need
Results-oriented LTD needs
skill,knowledge & experiences of the LTD professionals
CONTROL on your LTD investment and its impact is
a MUST.
CHINESE LEARNER want to see an instant impact on
their Career Development and Life Quality.

34. @ Tjitra,2010
Thanks You
Any comments & questions
are welcome
Contact me at hora_t@mac.com
Follow me @htjitra (twitter)
34
http://sinau.me
http://horatjitra.com
Guest lecture at the faculty of psychology,
University of Tarumanagara, Jakarta