Making global HR practices work locally: a practitioner’s guide to adaptation in multinational organisations

Purpose For HR leaders managing global operations, transferring HR practices from headquarters to subsidiaries is rarely straightforward. This study aims to explore how subsidiaries adapt headquarters-designed practices to fit local contexts, revealing three distinct patterns that can help practitioners navigate the standardisation-localisation dilemma. Design/methodology/approach Drawing on interviews with HR managers and frontline leaders across ten multinational subsidiaries, this study examines real-world experiences of practice adaptation across different industries and organisational cultures. Findings Three adaptation patterns emerge: complete replication of headquarters practices, selective implementation of specific elements, and integrated approaches blending global and local practices. Each pattern serves different strategic purposes and organisational contexts. Practical implications HR practitioners can use these patterns as a diagnostic framework to determine when to standardise, when to adapt and how to balance global consistency with local effectiveness. The findings provide actionable guidance for improving practice acceptance and organisational performance. Originality/value This article translates academic research into practical guidance, helping HR leaders make informed decisions about the appropriate level of adaptation for different HR practices while maintaining strategic alignment across their global operations.