6. Georgia Quick Start
The State of Georgia’s workforce training program
provided free-of-charge as an economic
development incentive to new, expanding, and
existing industries in Georgia.
– Ranked No. 1 workforce training program in U.S.
in surveys of site selection consultants
– Created in 1967
– 6,065 projects delivered since created
– In FY2010, 29% of projects involved international
companies from 15 different countries
7. The Quick Start Process
Quick Start ensures a company’s exact training
requirements are met and facilitates
knowledge/technology transfer by following “the
Quick Start process”:
– Needs analysis
– Project study at company location
– Collaboration with company SMEs (subject matter experts)
– Instructional design, development and delivery
8. Quick Start Training
Quick Start’s comprehensive, customized training can
include:
– Pre-employment and assessment (“Select the Best”)
– Customized, job-specific training
– Team-building, communications, leadership and
professional
development training
– Productivity enhancement and continuous improvement
training
9. Quick Start’s Cross-cultural Training
• Quick Start delivers customized cross-cultural training to
facilitate integration of management and workforce, such
as “Working with French for U.S. Americans” and “Working
with U.S. Americans for French.”
• Topics include:
– Understanding historical relationships
– Recognizing cultural influences (food, cinema, fashion,
philosophy)
– Addressing stereotypes
– Appreciating aspects of cultural systems:
• Personal space
• Sense of time
• Work habits and values
• Dress and appearance
10. Quick Start’s French Clients
In recent years, Quick Start has
developed customized workforce
training for French companies such as:
– Merial (a subsidiary of Sanofi-Aventis)
– Saint-Gobain Desjonqueres
– SAFT America, Inc.
– Chemtall, Inc.
– Muskin Leisure Products, Inc.
14. Generation at
Transmission Distribution
Low Voltage
at High Voltage at Low Voltage
Fuel/Nuclear/
long distances Households
Renewable
Power Power
Transformer Transformer
15. Power Transformers - U.S.A.
European corporation having its first Greenfield in the U.S.A.
Key factors: U.S. Work-force selection (skills assessment, recruiting)
U.S. Work-force training (replicate the mfg process)
Our sales model stems on QUALITY & RELIABILITY
Crucial factor for our U.S. factory to reflect both “labels”
A U.S. trainer Early understanding of the manufacturing process
- In situ and breaking cultural barriers
- Video & 3 D technology (replicate the mfg process)
A U.S. trainer Participating of the HR selection process, working together
with local teaching institutions and implementing at the
manufacturing site, assisting in Quality execution
16. The U.S. trainer
Quick Start professionals draw on experience in a variety of industries,
including metals, plastics and chemicals, to design and produce the
training your employees’ need – from math and measurement to
robotics and PLC. Software simulations and hands-on robot control
devices
17. A complex and highly technological manufacturing process replicated
with success…!
18. “University Talent and
Global Competitiveness”
Mr. Greg KING
Strategic Partners Officer
Georgia Tech Enterprise
Innovation Institute
PANEL MODERATOR
21. Dr. Parmeet GROVER
Group Vice President
Strategic Marketing
Michelin North America
22. Industry and Universities –
two wheels on the same axle?
Parmeet Grover, Ph.D.
Group Vice-President, Global Strategic Marketing
COO – Michelin Travel & Lifestyle NA
23. Industry-University Partnerships – WHY
they can be a win-win?
• Collaboration can result in a virtuous innovation cycle
– Universities: Help chart the long-term knowledge roadmap
– Industry: make the roadmap a short to mid term reality
– Universities: Refine the roadmap to make more pragmatic
• Talent management needs are complimentary
– Industry: ‘demand-driven’
– Universities: ‘supply-driven’
• Resource allocation imperatives are complimentary
– Time horizon: shorter/mid vs. longer
– Specificity of objective: specific problems vs. more open
– KPIs: degree of emphasis on financial results
24. Industry-University Partnerships –
HOW to make them a win-win?
• Ensure the right ‘match’ H
Creative,
custom Experts;
Expertise
approach Grad; Prof
– Expertise required
– Resources available Generalist;
L Undergrad
L H
Resources
• Clearly articulate why the relationship is ‘win-win’
• Clearly define the setup
– Objectives of the project(s)
– Type of talent/student required
– Funding
26. “Tapping into Worldwide
Talent through
International Internships”
Dr. Steve McLAUGHLIN
Vice Provost for International
Initiatives
Georgia Institute of Technology
PANEL MODERATOR
27. Ms. Debbie Gulick DONOHUE
Director Work Abroad
Program
Georgia Institute of
Technology
28. What is Georgia Tech
doing to prepare
students for today’s
workforce?
29. Division of Professional Practice
Cooperative Program (1912)
Graduate Cooperative Program (1983)
Internship Program (2002)
Work Abroad Program (2005)
30. Why the Work Abroad Program was
created
• Quality Enhancement Plan: “Strengthening the
Global Competence and Research Experiences of
Undergraduate Students”
• Global competence is the product of both
international studies and experiences designed to
instill a deep and multi-faceted understanding of
global relations, intercultural differences, and
international disciplinary practices
31. Why it’s especially important for Georgia Tech to
prepare students for global careers
The leading fields of study for Americans studying abroad are
the:
• social sciences (21% of those studying abroad),
• business and management (20%),
• humanities (12%),
• fine or applied arts (7%),
• physical/life sciences (7%),
• foreign languages (6%),
• health professions (5%),
• education (4%),
• engineering (3%),
• math/computer science (2%)
• and agriculture (1%).
- Institute for International Education, Open Doors Report 2010
32. Georgia Tech Work Abroad
Program History
Work Abroad Placements by Year
250
215
200
149
150
115 # of Terms
100 # of Countries
46 36
50 32 32
11 19 20
0
2005-2006 2006-2007 2007-2008 2008-2009 2009-2010
33. Open Doors Report 2010
Institute of International
Education
37% increase in the number of students
participating in practical work experiences as
part of their study abroad (18,715 students now
receiving academic credit at U.S. colleges and
universities for internships or work abroad).
34. Models for Work Abroad
1. International co-op
Year 1 2 3 4 5
Fall Academic Academic Work Study Academic
Semester Studies Studies Term Abroad Studies
Spring Academic Work Academic International
Academic
Semester Studies Term Studies Work Term Studies
Summer Academic Work International
Semester Optional
Studies Term Work Term
2. Single or double semester internship overseas
3. Domestic internship followed up by an
international internship
4. Study abroad then work abroad (Georgia Tech
Lorraine, 6-month internship)
5. Full-time hires
35. Risks for Employers
1. Student has less likelihood of working for your company
full-time than hiring a citizen of your country
2. Administrative duties are more difficult than hiring US
citizens, ex: visas and work permits
3. Potential language problems
4. Cultural adaptations
Benefits for Employers
1. Low cost (pay the cost of living)
2. Training students for the global workforce/your
company in a different country
3. Raising your company profile on campus
4. Junior leadership opportunity for entering workforce to
understand your global company
5. Bridging the gap of intellectual talent needed today
36. Sample Case Studies
Michelin
• 6 month internships
Areva
• Study at Georgia Tech Lorraine for one
semester and work for 2 semesters
Imerys
• Intern globally for a minimum of 3 months
37. Results of Students who have worked
abroad
Student’s preparation to:
• Communicate in your host country’s language
• Function on multidisciplinary teams
• Carry out projects independently
• Use computing technology in discipline-specific
analysis and design
• Analyze and interpret data
• Think critically and logically
• Use techniques, skills, and tools necessary for
practice in your discipline
38. Results of Students who have worked
abroad
Student’s understanding of:
• The impact of your professional practice has on
your country’s society and culture
• Your host culture’s beliefs and values within a
global and comparative perspective
43. • USA: up to 18 months fixed contract
• Work force Stability
• Highly motivated candidates
• Bridging Cross Cultural challenges
– Ideal link with French base HQ
– Open mind to US work methods
– Cross Educational Objectives
44. “Creating International
Management Depth through
International Partnerships”
Dr. John McINTYRE
Professor & Executive Director
CIBER
Georgia Institute of Technology
PANEL MODERATOR
45. Ms. Amy Bass HENRY
Director of the Office of
International Education
Georgia Institute of
Technology
48. SUMMARY DISCUSSION
Q&A
Dr. John McIntyre, Georgia Tech
Mr. Steve Spires, BPI Group
Dr. Ginette Chenard, Quebec
Delegation
Ms. Rose Catherin, ERAI
