Alpha corporation adopted a polycentric approach to recruitment for all of their subsidiaries. As stated in the article, Alpha preferred to hire locals as they were more knowledgeable in the local culture and market trends. Although expatriates were mentioned in the article, it wasn't stated that Alpha sent expatriates to their subsidiaries. Furthermore, it was mentioned that some managers felt that Alpha might be more Indian-centric in enforcing common organisational culture in their companies. Therefore it can be said that they are not yet global-centric in their recruitment practices. Alpha could improve their IHRM standards by being more adaptive about culture in the respective workplaces, as well as considering expatriates to both learn about the host country's culture and practices as well as distribute knowledge pertaining to the parent country that is India.
What Alpha has done exceptionally well was adapting different performance measures for different units within the company, especially about their "full life-cycle" practice. Although every individual in every department is different, the measurement of performance is the same, which for Alpha is answering questions such as "the 6 P's" and "Is your business getting faster/cheaper/larger/etc." Even soft-skill problems, such as interpersonal conflict, can be measured and rewarded/disciplined.
Furthermore, Alpha sets a good example of employee empowerment by calling the employees "associates" or "Alphaites" which humanises the people of the corporation, and encouraging them to "think like a CEO" of their own work. Alpha also encourages the employees to work cross-functionally with other departments, which is a great way to foster social networking within the company, as well as increase productivity and performance.