Imagine the following scenario: you are an international HR (IHR) manager for a US-based Fortune 500 company. You are one of the top performers in your group, having managed HR and recruiting programs in South America and Europe. One day, your VP calls you into her office and tells you about a new initiative she'd like you to head up. The company has decided to open a new office in Taipei, Taiwan. Your job is to seed, structure, and staff the new office. However, rather than staffing the office with expatriates, she would like you to hire local managers. You have no background in Asia and speak no Asian languages. What would you do?

In today's changing global business environment, international HR managers are placed in the above situation everyday. International HR managers must go to foreign countries, often with little preexisting experience, and build new programs from the ground up. IHR professionals must become quick and ready experts in a range of subjects, from local employment law to cultural practices. They must then synthesize this knowledge to accomplish a number of tasks, from finding office space, establishing a compensation program, to recruiting and training personnel.

International HR has changed quickly. Companies are still learning about global management. As a result, there are relatively few books, white papers, or country-specific materials available to help IHR managers do their jobs. Without a standard set of practices to follow, today's IHR managers must often create practices and procedures that fit specific business needs. Although a large budget can help, patience, persistence, and good information can be an IHR manager's best allies.

To better understand how to organize and structure an international operation, we spoke to Julie Redmond, President of Adaptive HR, Inc. Ms. Redmond has managed global human resources and recruitment issues, including expatriate programs, for Fortune 500 companies and is now working at the forefront of international HR management, advising companies on international expansion and recruitment strategies. Following are Ms. Redmond's best practices for structuring new programs overseas:

Assess Internal Resources

When asked to structure a new office in a new country, it is important to first consider what company resources are at your disposal. Look at more than just budgets. Examine the distribution of your international workforce. Are there any programs in the same region or managers in the organization that can help you? For instance, if you are opening an office in Taiwan, and your company already has an office in Shanghai, the Shanghai IHR manager could probably be a valuable resource. Looking at internal resources first can not only save you time, but can also help you be more efficient by avoiding duplication of efforts.

Identify Structural Issues

Work with company leadership to define the management structure for the new operation. Does your company use a centralized or decentralized management structure? When establishing managerial practices, it is very important to consider the structure of the corporation at-large and how the new operation will fit into the greater organization. The answer to this question will not only determine the work flow of the new operation, but also influence how other offices work and interact with the new office.

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