Managing human resources in overseas locations poses different problems and challenges for HR managers, than if employees were based in the home base. The growth of global trade has driven the trend for internationalisation and the proliferation of expatriate assignments. There is a need to effectively manage this for the benefit of both the company and the individuals. This paper examines issues of adjustment, culture, remuneration, contracts and agreements in the deployment and return of nationals in multinational organisations. The authors propose a transition model from domestic to international HR management, and discuss implications and recommendations for HR managers, which involve cultural research, the integration of HR systems, and the functions of selection, training, performance management and remuneration.