HRM becomes global/International HRM (IHRM) when a company delves into globalisation efforts by expanding into other countries all over the world. In doing so, IHRM no longer focuses on just the main duties of HRM, but must also adapt to the different cultures of the host country (unless they choose an ethnocentric approach to global expansion) as well as handle expatriates and the trainings and remunerations required for the expatriates.
The key features of IHRM include:
- Researching the different cultures, and orienting staff from the parent country/countries about the different cultures, including providing language, practical, and cultural training.
- Analysing the global talent pool, and recruiting candidates based on their skillsets, not based on race, gender, culture, etc.
- Orienting new candidates on the corporate identity and mission of the company from the parent country, but at the same time balancing cultural differences by interpreting it in a manner they can understand and relate with.
- Adapting company practices according to the cultural differences of the host country, which may be affected by both internal and external factors.
- Appointing expatriates for global performance maintenence, as well as distributing company knowledge globally, at the same time providing global learning opportunities for the employees.