The case study considered in this essay is based on Mr. Koenig, the owner of ComInTec, who instructs Mr. Koch, the personnel in charge of human resource department, to apply standardised selection techniques for the recruitment of new managers. From a general point of view, this approach could appear sensible. However, from a critical perspective, this could be injurious to the firm in the end since it fails to take into account political and, most importantly, social differences with regard to hiring managers. This paper discusses the potential weaknesses and strengths of adopting such an approach. In addition, it makes recommendations based on what the project team has tasked to be done. The standardised recruitment procedures for the multinational personnel selection system proposed by Mr. Koenig, the director of the firm, requires that the firm replicate the same parameters in hiring staff across geopolitical borders. The new move was spurred by the intention of the firm to bring together Asian and German HR experts who would constitute a cooperative project management unit. To this end, 25 middle level management positions were to be filled and, therefore, the new personnel testing system was being projected as the means through which the recruitment would have been done. On the one hand, the personnel selecting system was thought to be significantly more economical than it has appeared. This is because Mr. Koch and his team were to develop the parameters and replicate them in the countries in which the hiring of new workers could have taken place. This could have saved the company thousands of dollars because, if it had had to develop selection procedures for each country, it would have required hundreds of hours of work force to research the requirements and conditions of each region. In addition, with a standardised system, the firm could appear more transparent in its selection procedures since it could be impossible for anyone to accuse it of discrimination that is likely to occur when recruitment is “segregated”. Finally, a standardised system would have been undoubtedly simple to manage, and the same employees could have been used to carry out the hiring process in all the countries, having made the process cost effective and expedient, which Mr. Koenig seemed to want most of all. Nevertheless, this system has several significant shortcomings. First, standardised testing automatically precludes economic, social, political and cultural differences among countries given that these factors cannot be assumed as universal. For example, as evinced by the tense relations between the German and Chinese teams, both the cultures vary in their response and respect for authority, among other factors. Therefore, if the same testing system could be used on people from both the cultures without considering the differences, then the selection could fail to be standardised at all. This also applies to the economic setup of different countries. Mr. Koch argued that, in a country like Thailand, it may have been difficult to find people as qualified as they were in Germany based on the different educational standards. As a result, he asserted that the same test could ultimately discriminate against potential employee who could be a citizen of a co