The organization’s strategy Singhania and Partners’ business strategy falls under the international business strategy. Briscoe, Schuler, and Tarique (2012) explain that the international business strategy involves importing and exporting. A firm may open an overseas office that is used as a sales office. Singhania and Partners office in New York may be considered a sales office (Cullen and Parboteeah, 2011). The firm’s business strategy would have the characteristics of a multi-domestic business if it had operated in several countries and focusing on the high needs and demands of different countries independently (Briscoe, Schuler, and Tarique, 2012). The firm’s business strategy involves focusing on its core business. Its core business is corporate law. As a result of focusing on corporate law, the firm has strengthened its position in handling cross-border business deals (Cullen and Parboteeah, 2011). Later, the firm included a litigation section because of its growth potential. The firm offers exceptionally high quality services as a way of marketing their products. Five Ihrm Practices Recruitment and selection The firm recruits from the domestic market because Indian law prevents foreigners from practicing law in India (Cullen and Parboteeah, 2011). An international business strategy requires a diverse workforce, which has been limited by the Indian law. The managers consider the contribution that an employee makes to the firm. Cross-cultural adaptation Singhania gained experience in international legal firms’ organization that enables him to organize the firm to international standards (Cullen and Parboteeah, 2011). The firm shares knowledge with other firms in different Indian states. The firm has adopted the latest technology and infrastructure to manage its business. They enable it to provide high quality services. Briscoe, Schuler, and Tarique (2012) identify human resource information systems as one of the tools for managing the workforce to international standards. The firm has taken measures to create a work-life balance environment. Projects are assigned to more lawyers. It allows them to find time for their social lives. Increased concern over employees’ social lives is one of the factors in IHRM (Briscoe, Schuler, and Tarique, 2012). Management development The firm creates leadership positions from its workforce. Mohotra and Singhania are managers, and founders (Cullen and Parboteeah, 2011). In the litigation section, Arvind has been made partner. He is one of the pioneers in the firm. The partners head different sections of the firm. Evaluation The firm carries out evaluation based on the work that an employee has completed. They are carried out when the need to do so arises. The firm also conducts annual performance appraisal. There is the case of a new employee whose salary was increased by fifty percent based on the work he had done, even before he received his first payment (Cullen and Parboteeah, 2011). Compensation The merit-based compensation plan utilized by the firm makes its employees feel satisfied with their job. The amount of work that the firm assigns to employees, relative to salaries, makes the firm to have among the highest compensation rates in the industry. In the case of Seth, who left for a company with a higher pay, he might have realized that some firms reduce the number of lawyers and i