Challenge of HR managementAs a HR specialist, what are the challenges you may face and what HR intervention mechanisms would you consider using in an attempt to drive individual and organisational performance in a multinational company? Critically evaluate this question by utilising the appropriate academic literatures.The challenges of the HR specialist when there engage in attempt of increasing the individual and organisational performances in Multinational Companies through developing a set of HRM best practices, especially relating to employee recruitment and selection, performance management and staff retention. Since the organizations are multinational number of concerns are arises such as dealing cultural issues with the organizational goals as well as individual goals. Furthermore organizational behaviors and tools such as engagement, motivation and empowerment are basically highlighted; without those it is merely a dream to achieving the business goals. Basically Multinational companies are aiming profits and there for individual and organisational performance are very vital for their existence.HR has been organized in a different ways over the years. Some functions have emphasized delivery by location or by business structure. In these models an integrated HR team has serviced managers and employees at specific location or with in specific businesses units, with some more strategic or complex tasks reserved for the corporate centre. The degree to which these different arms of HR were centralized or co-located and the question of whether they were managed by the business unit varied. Within the HR teams, depending up on their size their might have been specialization by work area (especially for industrial relations in the 1960s and 1970s) or by employee grade or group (responsibility, say, divided between those looking after clerical staff from those covering production) The advancement of personal management starts around end of the 19th century, when welfare officers came in to being. There are some organizations where HR is seen as a central, corporate function with little advancement to business units. Some other organizations position themselves in the opposite direction, with a very small corporate centre and all the activity distributed to business units. The question of best structure is how the function best organizes itself between the pulls of centralization and the pushes of decentralization.(The changing HR functions)