• senior practitioners in group HR functions, based in the UK, with wide reaching international / global responsibilities (across and beyond Europe)
• the group HO would be UK based or, at least, the UK HR unit has policy level responsibilities
• probably HR only; may interest some others
• any industry / sector; commercial and other organisations with an international presence.

2. Potential issues of common interest:

• HR:

• common problems and issues specific to the international firm
• roles, responsibilities and organisation of functions / services e.g. product based or regionally based, reporting lines, relations with national HR, numbers of staff etc
• whether / how common HR strategies, standards and practice are implemented globally (i.e. thought through internationally, applied locally)
• the HR contribution in developing global business strategy

- strategic thinking / developing a distinctive international perspective / culture

- impact on national HR policies and implementation

• the impact of employment law
• tools and techniques relevant to international HR.

• Managers:

• relationship with and between international and national managers
• particular needs of international management (e.g. person spec., development needs)
• the contribution of HR in acquiring, developing and motivating such managers
• support needed by managers in ‘pioneer’ territories
• expatriate management.

• Business context:

• globalisation of products and services
• trends, technologies, governmental and international policies and initiatives which influence group policy
• developing the values and culture of a truly international company
• assessing and monitoring the performance of international businesses
• issues arising from relationships with ‘host’ governments
• governmental and other external agencies which are relevant to the HR role.

3. Modus operandi:

• a distinctive network (personal and corporate membership)
• prepared to participate, not just receive
• quarterly meetings to maintain momentum
• research, exchange of data, projects, etc undertaken by members or sponsored.
• links to FiSSInG depend on membership; may be close or loose; must be distinctive.

4. Role of FiSSInG / HR Society: