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Define the Organizational Culture

Also important is the culture the organization will portray internally and externally. In establishing a culture for the new organization or office, the IHR manager should take both local practices and existing corporate practices into account. The choice of whether to adopt local standards or the culture of the parent company is not as easy as it may seem. For example, something as simple as proper office attire will vary from country to country. Rather than simply automatically adopting what is common practice for the parent company (for instance, casual attire), the IHR manager really needs to consider local perspectives, according to Ms. Redmond. Company interests must be carefully balanced with the goals and expectations of local employees to make the program a success.

Research, Research, More Research

At the same time you're establishing the basics, its time to get acquainted with the country's cultural, legal, governmental, and business environment. International HR managers can rarely know enough about local practices in the target country. Depending on the country you're working in, it is advisable to hire a local employment lawyer to help you with the fine points of your plan. Moreover, with few "how to" books available for setting up programs in specific regions, the Internet is a gold mine for IHR managers. Ms. Redmond is a particular fan of SHRM's global forum - an online site where IHR professionals regularly post questions and exchange information.

Sync Your IT Strategy

Information technology is an important part of the management equation. IT not only builds efficiencies in the office, but across the organization, allowing for greater collaboration and information sharing across distances. To get the new operation's systems up and running, you'll not only need to put your IT cap, but also your legal one (again). Not all countries have the same laws regarding employee privacy and information sharing. The EU Data Protection Directive, for instance, contains strict regulations that prohibit the sharing of personal information with non-qualified entities across borders. This includes internal company information about hiring, compensation, and benefits. Left unchecked, privacy laws could cause serious problems.

Focus on Priorities

Once you've collected the necessary information and approvals, it's time to implement your program. Consider an approach which identifies three to four functions the new IHR operation must have (recruiting, performance management, training and development, compensation, benefits, intellectual property protection, employee retention, etc.) and address them first. Once your program is in place, you're ready to hire and staff up the office. However, once the operation starts rolling, you must be very flexible to make adjustments as things go along.

The last piece of advice from Ms. Redmond? Keep your sense of humor (you'll need it) and find a mentor to guide you on your journey.

For more information about structuring international HR programs contact Julie Redmond: jredmond@adaptivehr.com.

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Recruiters World Special Reports is a timely, in-depth news series that explores vital issues and trends affecting the human-capital industry. Published monthly, Recruiters World Special Reports is presented and distributed exclusively through Recruiters World in Review. Visit the Special Reports archive to read previous articles. Watch for new articles as they appear on the Recruiters World home page.