regardless of the place they work.
雇佣条款和条件包括工资和补偿，在招聘员工之前必须明确。在全球业务中，许多国家都有不同的规则和条例，其人力资源经理有责任根据其经营业务的国家更改条款和条件。人力资源部必须对所有员工保持一项政策，无论他们在哪里工作。
There are four principle alternative between local adaption and global integration. They are international strategy in which knowledge transfer from head quarters. It is suitable for the when there is only few foreign business. The second one is multinational strategy which is local adapted. The next alternative is globalisation strategy which is centralised strategy for all the global operation. The final alternative is the transnational strategy.
在局部适应和全球一体化之间，有四个原则可供选择。它们是总部知识转移的国际战略。它适用于只有很少的外国业务的时候。第二种是适应当地情况的跨国战略。下一个选择是全球化战略，即所有全球业务的集中战略。最后一种选择是跨国战略。
The HR manager should involve in the due diligence process before acquisition or merger occurs. The due diligence includes analysing the experience and expertise of the proposed merging management, the employment practices and the pay and benefit practices.
在收购或合并发生之前，人力资源经理应参与尽职调查过程。尽职调查包括分析拟议合并管理层的经验和专业知识、雇佣实践以及薪酬和福利实践。
The consistent HR strategy would improve the efficiency of workforce and can retain trained employees which will reduce the recruiting and staffing cost. The HR should establish a consistent HR strategy as well as a consistent localisation strategy. Without a consistent HR strategy it is hard to recruit, retain and train employees.
一致的人力资源战略将提高劳动力的效率，并可以留住训练有素的员工，这将降低招聘和人员成本。人力资源部应制定一致的人力资源战略以及一致的本地化战略。如果没有一致的人力资源战略，就很难招聘、留住和培训员工。
GLOBAL OPERATIONAL IMPROVEMENT 全球运营改进
All the operations have got scope of improvement regardless of how well they managed. The managers should know their business and need to know how well they are operating at the present. The five performance objectives- quality, speed, dependability, flexibility and cost can be measure how well they are operating at the moment. The customer satisfaction is other tool for measuring the performance.
所有的操作都有改进的余地，不管它们管理得多么好。经理们应该了解他们的业务，并需要了解他们目前的经营情况。五个性能目标——质量、速度、可靠性、灵活性和成本——可以衡量它们目前的运行情况。客户满意度是衡量绩效的另一个工具。
The performance measures should be compared with a target. The target can be historically based, external performance based or absolute performance target. It can be also done by bench marking which is comparing with own performance or some others in the similar industry.
绩效指标应与目标进行比较。目标可以是基于历史的、基于外部绩效的或绝对绩效目标。也可以通过与自己或类似行业中的其他公司的业绩进行比较的基准标记来完成。
The priority for improvement can be assessed from their performance and importance. The important-performance matrix can be used for this, which is a technique to compare the relative importance and performance to prioritize the improvement. Some other methods are using for improvement, such as break through improvement which is innovation based improvement, and the continuous improvement method as the name says it following the gradual improvement method. The business process re-engineering process is another method of improvement which recommends redesign of process to fulfil customer needs.
改进的优先级可以从它们的性能和重要性来评估。重要性能矩阵可以用于此，这是一种比较相对重要性和性能以确定改进优先级的技术。其他一些改进方法也在使用，如突破性改进，即基于创新的改进，以及名称所说的遵循渐进改进方法的持续改进方法。业务流程重新设计流程是另一种改进方法，建议重新设计流程以满足客户需求。
To improve the operation, it should know the cause of failure of the operation. There are many reasons for operational failure. It could be design failures, facilities failures, people failure like errors and violation, supplier failures, customer failure and environmental disruption. Most of the failures root cause is human failures. As the failures can be controlled and improve the failures are an opportunity. Once the failures cause and effect understand the next step is try to prevent the failure in future. By maintaining the operation with care will minimise the chances of failure.
为了改进操作，它应该知道操作失败的原因。操作失败的原因有很多。可能是设计故障、设施故障、人员故障（如错误和违规）、供应商故障、客户故障和环境破坏。大多数失败的根本原因是人为的失败。由于故障可以得到控制和改善，因此故障是一个机会。一旦了解了故障的原因和影响，下一步就是努力防止将来发生故障。小心维护操作将最大限度地减少失败的可能性。
The Total Quality Management could be use to improve the operation, by inspecting, controlling and assuring the operation will lead to improve the
