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在过去的几十年中，我们不断见证了一个又一个世界公司通过世界经济全球化和一体化从而实现了合作与合并。这些公司不断在国际和全球范围内开展业务，他们充分利用那些疏于管理的法律法规法规以及技术和基础设施的不断进步来扩大公司的影响力。我们需要注意的是，全球化也为企业提供了在贸易和单一的全球市场开展业务的巨大机遇。然而，这些快速变化着的商业环境也不可避免地导致了不同文化和商业实践的摩擦与碰撞。在商务互联的世界中存在着许多不同的文化和民族，公司需要调整和修改他们的业务和产品，其目的是为了能符合东道国的经营环境的细节。此外，公司还需要雇佣来自不同国家和拥有不同文化的员工。因此，在新的全球经济中，国际人力资源管理的重要性不断增加。而且当跨国公司通过当地的商业环境了解企业文化时，跨国公司经常会面临一些跨文化问题。

During the last few decades, we have been witnesses to an increased consolidation of world through globalization and integration of the world of business. Companies are conducting business on international and global scale, taking full advantage of loosened regulations and advancement in technology and infrastructure. Notably, globalization offers tremendous opportunities for enterprises to trade and conduct business on a single global market. However, these rapid changes in the business environment inevitably lead to the collision of different cultures and business practices. In an interconnected world of commerce, with a numerous diverse cultures and nationalities, companies will need to adjust and modify their operations and products in accordance to the host country business environment specifics. Furthermore, firms will need to employ staff from variety of countries and cultures. Thus in the new global economy, the importance of international human resource management is constantly increasing. Multinational companies (MNCs) often face cross cultural issues, while navigating their corporate culture through the local business environment. (Wocke et al, 2007, p.829).

Multinational companies (MNCs) have been on the forefront of globalization by moving goods and services to customers spread across the globe, reaching far beyond their domestic markets. One such company is the Dutch holding company, Premium Oil and Gas, which employs over 80 000 people in more than 80 countries. POG Azerbaijan is the subsidiary unit set to explore the rich oil and gas reserves of the Caspian Sea.

The company experiences difficulties implementing its corporate culture in the host country environment, resulting in arising challenges in particular in three areas of its Human Resource policy – recruitment and selection, learning and development, corporate culture. The main issues addressed in this essay are recruitment and selection of personnel for the needs of POG Azerbaijan. Reason behind that choice is because the main function of the human resource management is recruitment and selection, and in knowledge based economy talent is an increasingly scarce resource (Harris, Brewster and Sparrow, 2003, pp.81-98). The essay seeks to remedy these problems by analyzing relevant theoretical frameworks and providing recommendation based on them.

Currently, POG Azerbaijan employees around one thousand employees of whom forty percent are native Azeri workers. The goal is to increase the local workforce to ninety percent in five years’ time, while the total number of employees doubles. Recruitment and selection are problematic for the company, because POG is experiencing difficulties acquiring geoscience specialists and other qualified personnel. Furthermore, the selection process lacks the trust of the nationals and is characterized with high level of nepotism and securing employment through connections.

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