在该模型中，明确了文化调整的各个阶段。在最初的阶段，人们发现员工对他们在公司看到的任何东西都很感兴趣。这被认为是旅游阶段。在这个阶段，对每个不同的概念都有欣赏(Ramalu et al.， 2010)。在此之后，工人们被发现发展调整或调整问题。他们对文化差异感到厌倦。正是在这个阶段，人们通常会辞职或跳槽。最后，他们重新融入东道国。在这个过程中需要个体文化的自主性和独立性(Ramalu et al.， 2010)。人们发现，在许多情况下，个人本身有效地重新融入新系统。然而，在某些情况下，他们需要一定程度的动机。
In this model, the phases of cultural adjustments are clearly elucidated. In the initial stage, it has been found that the employees are intrigued by whatever they see in the company. This is considered to be the tourist phase. In this phase, there is appreciation for every different concept (Ramalu et al., 2010). Subsequent to this, the workers are found to develop adjustment or realigning issues. They feel fatigued by the cultural differences. It is during this phase that the people typically resign or move to other jobs. Finally, they reintegrate into the host country. Autonomy of the individual culture and independence is required during this process (Ramalu et al., 2010). It has been found that in many instances the individuals themselves reintegrate into the new system effectively. In some instances, however, they require a certain level of motivation.
HR personnel should gently guide the employees during this time. The time taken to reintegrating into the system and accepting the new system takes times. In the case of expatriates, it has been found that personal reasons and lack of cultural adjustments are the major cases of employee turnover. In such a scenario, HR personnel should assess the candidates based on their personal microenvironment and their macro cultural background. During the actual assignment, they should take efforts to ensure that the employees are motivated and are able to adjust to the requirements (Warner, 2014). In many situations, it has been found that the employees feel demoralized. It is the duty or a fundamental requirement by the HR managers to ensure that employees maintain the right attitude. After completion of a particular project, the HR should collect employee feedback and manager feedback. They should then work on the process of reentry and reassignment for the employee. In this process, there is not one approach that can be used to tackle the employees. HR managers can develop innovative approaches for the employee to adjust to the new environment. Nevertheless, these approaches are only subjective. They are found to vary between individuals and their issues.
Most important aspect of the HRM training is hiring personnel with the right attitude and providing them with the tools for sustenance in the new work environment. The above-mentioned examples elucidate in detail about the plan for employees. For development of the localized training environment, there should be analysis of the local culture and cross-cultural training.