Multinational comapnies should take an adaptable approach to global human resource management that balances global uniformity with local flexibility. According to the case study of a developing Indian multinational, a decentralized leadership structure is critical, allowing local managers to make decisions that are consistent with regional market conditions. Performance and incentive systems should include both quantitative indicators and basic business values to encourage excellence and ethical behavior. HR must serve as a strategic partner, coordinating personnel management with business objectives while recognizing cultural diversity. Furthermore, encouraging the exchange of best practices between headquarters and subsidiaries promotes innovation and cooperation. By employing these techniques, MNCs may create a flexible and responsive HRM framework that supports both global goals and local flexibility.