 We are talking about stages of internationalization and in that we are discussing the structural outlook of international division, how does an international division looks like. And within the topic of international division, we are particularly concerned about human resource issues because we are talking about international human resource management. So we are concerned about what type of HR issues would be coming up when you are working in an international division structure. So number one, the issue of HR would be concerned with staffing. You have to appoint those in your international division and allocate responsibilities. You are operating in an international division in a foreign country and you want to be able to work with control and coordination and you also want to be successful in the foreign market, understand the culture of the foreign market and you can have requirements for the host country. For example, the Malaysian government has a requirement on its multinational firms that you have to hire a certain percentage of Malaysian citizens in your company. You can go for an ethnocentric approach. Ethnocentric approach is that you assume that the culture from which you are coming from is similar to the culture in which you are going to and you are operating in. So you assume that the other cultures of your culture and you can effectively manage the people who belong to your culture and you can send them to other cultures. So if you have an ethnocentric approach, then you appoint and hire the parent country nationals on your key positions in an international division. Whereas ethnocentric approach may not be very much successful, particularly when you are concerned with the human resource department of an organization, you are operating in a foreign country and you have to appoint foreign nationals in your company, you have to give them employment you have to give them employment, you have to effectively manage them. So, particularly with the HR aspect, you cannot do that, you give the position of HR head to the parent country national, so particularly in with reference to human resource key positions, you are kind of forced to hire people from the local environment, so the host country nationals they are appointed at HR head position for effective local labor market management. Because the human resource of the local labor market, they would feel more comfortable to interact with an HR manager who belongs to the same country and similarly the HR manager would understand the issues and the dynamics of the workforce more effectively than a person coming from a foreign country. It is also possible that the local government that requires you to hire a number of host country nationals in the key positions, so if there is such kind of requirement as I just told you about the Malaysian government that if there is that kind of requirement then you are required to hire host country nationals in the key positions. So, it depends on various different factors, the culture, your diversification, the size of your market, the stage at which your company is at that is going to decide and then the host country requirements what type of people you are going to hire in your international division. Now, the type of HR issues that may be coming up in terms of HR management that is that number one, the corporate HR department would be primarily concerned with expatriate management. People who are working in the headquarters, which is working in your parent country in the HR department, they basically have to do expatriate management. That means they have to send their nationals to the host country as expatriates and it is possible that some people from the host country, where you are operating your international division, you take them from the host country to your parent country for training, exposure, leadership development, you take them to your parent country. For example, if a multi-national is operating in Pakistan and its headquarters exist in America, it is possible that they take some Pakistani host country nationals to America and give them employment there, and train them there, prepare them for leadership. So expatriates can be both types, they could be parent country nationals coming to the host country or host country nationals going to the parent country. So the corporate HR means the HR which is working at the headquarters, they would primarily be concerned with expatriate management. Then the expatriate managers who are working in the international division, they will be concerned with number one, running day-to-day operations of this subsidiary. Number two, they would be concerned about supervising transfer of knowledge and managerial, transfer of technical and managerial know-how. So they would be concerned that their company's technical and managerial know-how, knowledge, the abilities, the requirements, they transfer their local employees so that they work like them, follow their rules and regulations, follow their culture. So transfer of this technical and managerial know-how is a very much important process that is undertaken by the expatriate managers. Then they also have to communicate the HR policies or the corporate policies, the general corporate policies, how the company is going to operate, the issues could be related to HR, they could be related to other KPIs and other requirements of the corporate headquarters. And the fourth function of the expatriate managers is that they have to keep the corporate headquarters informed. So they need to keep giving information, passing on information from the international division to the corporate headquarters so that the headquarters is very well informed how the functions are being carried out at the international division level.