Three tricks of the trade

Article Abstract:

Three 'tricks of the trade' in international human resources management are provided. These are intended to assist human resources (HR) departments of companies in the planning efforts involved in the set up of foreign operations. The first trick of the trade cautions against the tendency to use an 'us-them' mentality when dealing with a mixture of American and foreign employees. It must be remembered that a unique economic and labor market exists for every country and any assessment of that country should be based on these facts. The second tip for HR managers is for them to refrain from taking an American perspective to the foreign operation and encourages the exercise of judgment regarding a country in terms of that country's business, industrial and social environment. The final word of advice to HR managers is that the effectiveness of a plan in an American setting may not necessarily be just as effective in a foreign environment.

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An HR overview of international start-ups

Article Abstract:

Companies planning to establish international operations can ease out some of the complexities that will be encountered in the start-up process by locating other potential sources of assistance. These sources include law firms in the country where operations are to be established, competing businesses, industrial development offices, or the embassy or consulate in the country of interest, telephone directories of the chosen non-US location, and various private sources. The human resources (HR) department will play a critical role in the start-up. Among the issues that need to be dealt with by HR concern overseas recruitment and employee traffic between the base country and the international location. The HR departmetn must establish the necessary contacts with local business partners, well-established multinational companies and other personnel directors and managers.

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Three tricks of the HR trade for an international start-up

Article Abstract:

HR practitioners who have always worked in the US usually find it difficult to adjust when their companies expand internationally. There are three important rules that can help these personnel managers handle global HR issues effectively. The first is to avoid the 'us-them' mentality. This concept puts employees into only two categories, those in the US and those overseas, and mistakenly concludes that US-based workers are interchangeable as are those who work in other parts of the world. The second rule is to focus on one country at a time. This requires resisting the urge to use US terms to assess the employment situation of another country, such as salaries, benefits and working conditions. The final rule is to remember that what is effective in one country may not work in another.

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