Globalisation is a phenomenon which has changed the scope of international organisations in their competition for customers. The customer’s expectations for performance, quality and cost have produced an adaptation of the Human Resource Management to cater to the changing needs and greater value (Morrison, 2005). Specific models have been used to overcome national cultural differences shrewdly (Friedman, 2007). Apart from this, “the knowledge of global business trends, cultural sensitivity, business knowledge, understanding local employment practices, technical skills and innovation” are also indicated by Friedman (2007). The international scene has seen the fast movement of goods and services to the tune of $7.9 trillion (Ulrich and Brockbank, 2005). The disappearance of trade barriers have seen the flourishing of free trade zones in the major continents of Europe, North America and Asia and the establishment of the European Union, the North American Free Trade Agreement (NAFTA) and Association of South East Asian Nations (ASEAN). One major booster in international trade is the reduced labour and costs of production in underdeveloped countries. The high demand for products which are in demand across cultures and nations like mobile phones and computers is another reason for globalization (Friedman, 2007). Technological advancements like the Internet have made living and working overseas a minor hazard. Another facilitator is the reduced global transportation costs. Programme in Intercultural Awareness and Skills Having assumed the role of International Director preparing expatriate assignments, the subject of intercultural awareness and how to convey the appropriate message to the new expatriate managers has become my obsession for the past few days. The objective is to provide an exhaustive program of training in intercultural skills to the expatriate managers selected for overseas postings. Extending a company’s operations appears easier with all the facilitating conditions but the efforts taken must be sufficient to convert them into competitive advantage. Human resources need to heed the opinions of investors, line managers and employees. Human resource management has to define its functions and contributions to the organization. Several researchers have vouched for the influence of International HR to financial performance: Taiwan (Ling and Jaw, 2006) and India (Khandelhar and Sharma, 2005). The best practices however may not always help to dissolve local market differences or effectively transfer knowledge and technology cross-culturally (Friedman, 2007). Global trends have shown that increased cross-cultural awareness has a major impact on the competitive advantage as evidenced in Asia (Schram, 2006). US has successfully increased the exporting of white collar jobs and manufacturing and recognized the significance of employment laws of the European Commission (Schram, 2004). The cheap labour in outsourcing allows work to be done at $10 per hour while the US counterpart would have done it for $60. The Internet and innovative telecommunication technologies have favoured outsourcing (Noe et al, 2006). Above all, it would worthwhile remembering tha