Effectiveness of seminars as a training tool in international companies

The training and development of employees in international organizations is often organized by a seminar model. Apart from the fact that this model facilitates the formation of employee skills, it enhances the establishment of a common corporate culture. In the seminar model, employees are invited to attend a training or seminar center for some days or weeks to study certain topics or to learn specific skills. This model is often used in technologically advanced industrial environments. For instance, when companies have a central research and development branch, expertise on particular systems, products and processes is centralized. Dissemination of this expertise to the foreign subsidiaries often follows the seminar approach. Representatives from the companies in the host countries travel to the technological training center in the home country. These recipients get an introduction to the new technologies, and after a short period of time they return to their countries, preferably having acquired the necessary competencies and background documentation to disseminate their newfound knowledge and skills. Although this model is frequently used, little is known about the effectiveness of international seminars. What are the obstacles to the success of international seminars? What about the learning results and subsequent knowledge transfer to the job performance of the participants? What about the ultimate goal of this approach, and the dissemination of the expertise in the foreign subsidiaries? Do the participants share their information with colleagues in their organizations?