Topics and issues occurring in the context of international human resources management resemble those in the context of national human resources management. However, they tend to be significantly more complex, less tested, and because of nationally-assigned responsibilities to lack clear organizational correspondences: Which HR measures do we utilize when conducting investment projects in Poland? How do we integrate a business acquisition in France? How do we develop future international top leaders? Which compensation benchmarks do we adopt as compared to international standards? How do we facilitate the emergence of a transnational corporate culture and ensure staff commitment and retention? And, how de we translate standards of merit and performance assessment into the cultures of the offices abroad?

In order to successfully deal with these issues we work adopting the methods of empirical social research (qualitative and quantitative interviews), data analysis, systemic consultation and interculturally grounded process supervision. To the extent possible, we accompany the client in developing their own solutions; if needed, we present alternatives of action and SWOT analyses for decision making. Here, fields of diagnostics (of present staff), recruitment, training and consulting are inextricably linked.