108 Approaches to HRM and L&D for legal compliance. More importantly, they can make a strategic contribu- tion by working closely with senior management (easier in a smaller estab- lishment) and getting to know how the business works and what it needs to do about its organization and human resources to succeed. They can help to develop a more persuasive employee value proposition and to create a good working environment. International HRM International human resource management is the process of managing people across international boundaries by multinational companies. It involves the world-wide management of people, not just the management of expatriates. Michael Dickman of the Cranfield School of Management, as reported by Welfare (2006), believes that the main contrast between national and global HR practice is the need to see the bigger picture. Sensitivity is necessary in dealing with different cultures and there are complex challenges involved when operating in different business environments. Understanding the local context is key and an international HR person needs to be asking questions such as `What is the business environment here? What is the role of the trade unions? What is the local labour law? Are these people different? Are their motivation patterns different?' Issues in international HRM There are a number of issues which specifically affect the practice of inter- national as distinct from domestic HRM. These issues comprise the impact of globalization, the influence of environmental and cultural differences, the extent to which HRM policy and practice should vary in different countries (convergence or divergence), and the approaches used to employ and man- age expatriates. Globalization Globalization is the process of international economic integration in world- wide markets. It involves the development of single international markets for goods or services accompanied by an accelerated growth in world trade. As Ulrich (1998: 126) put it, globalization requires organizations `to move people, ideas, products, and information around the world to meet local needs. They must add new and important ingredients to the mix when mak- ing strategy: volatile political situations, contentious global trade issues, fluctuating exchange rates, and unfamiliar cultures. They must be more lit- erate in the ways of international customers, commerce, and competition than ever before. In short, globalization requires that organizations increase their ability to learn and collaborate and to manage diversity, complexity, and ambiguity.'