Abstract: The global operation of enterprises puts forward higher requirements for management, and its human resource management level largely determines the ability of enterprises to achieve strategic goals. This paper introduces the concrete influence of international operation on human resource management function; This paper discusses the human resource management mode under the international operation of enterprises from three angles: the attitude of enterprise managers, the development stage of enterprises and external influencing factors. Summarize and put forward a brief comparison model of human resource management at home and abroad. The wave of globalization has swept all areas of the business world. In order to achieve long-term growth, enterprises have to compete on a bigger stage-the world market. At the same time, the differences in business environment force enterprises to adjust their products and services according to local geographical location, customs and tastes. Because the world market is far from a unified big market, it is closer to several separated and loosely connected regional market portfolio. The internationalization of enterprises means that we must pursue the unification of global strategic integration and localization of market activities. In order to achieve the dual goals of global efficiency and local market responsiveness, multinational enterprises should not only form flexible organizational structure and strategic objectives that adapt to changes in external environment, but also cultivate managers and corresponding corporate culture that can effectively implement strategies. It is precisely the latter that often determines the success or failure of an enterprise's international operation. I. Impact of International Operation on Human Resource Management Under the background of global operation, the human resource management activities of enterprises are very different from those of domestic operations, which are embodied as follows: in the face of a more turbulent and diversified management environment, international human resource management needs to perform more management functions, the diversity and complexity of the same management function are greatly improved, management is subject to greater external constraints, and employees' personal lives need to participate more in the management process, and inefficient international human resource management will also lead to more obvious adverse effects. Adler (1983) pointed out that there are two factors that cause the above differences: multiculturalism and geographical dispersion. The former refers to the existence of employees from more than two different cultural backgrounds in the organization, while the latter refers to the situation that multinational companies have established a large number of subsidiaries in different countries. With the existence of cultural diversity and geographical spread, international human resource management is facing a business environment with greatly increased complexity, business risks and uncertainties. Enterprises must be more sensitive to the local government, workers and public opinion, and adjust management ideas and practices according to the local environment. Provide differentiated human resource management. On the other hand, the diversification of cultural and geographical scope faced by multinational companies also has a positive impact on their business operations. Through effective human resource management, enterprises will have the opportunity to gain benefits and form the basis for long-term growth of enterprises. To put it simply, the positive factors that can be used by international enterprises include: (1) Because of the existence of multi-culture and perspective, the creativity and innovative spirit within enterprises may be strengthened; (2) It is more sensitive to foreign consumers and easier to understand the special requirements of customers; (3) recruiting talents from all over the world; (4) Enterprises can seek the best business opportunities on a global scale; (5) Create a "super-organizational culture", including the essence of various cultures, and form a unified excellent culture on this basis; (6) form greater flexibility in the enterprise, adapt to various business environments and make necessary changes in time. Judging from the current operation of multinational enterprises, enterprises often pursue the advantages of product development and marketing, but the above potential long-term advantages have not been realized in their operations. The formation of long-term advantages of enterprises is determined by the level of human resource management. It can be said that the strategic human resource management policy and level of an enterprise will ultimately determine whether it can truly and effectively achieve business breakthroughs and international business goals. In terms of staffing, strategic international human resource management should first pay attention to the staffing of key management positions, that is, middle and junior managers and operators should be localized, while senior managers should be deployed from their home country, host country or global scope according to the attitude of enterprise headquarters. Secondly, it is also important to establish a subsidiary executive reserve. Multinational companies must make the decision of "self-made or outsourcing" managers to provide personnel protection for long-term operation and smooth transition of policies. Thirdly, in order to achieve the dual goals of the enterprise, top managers need to maintain a delicate balance between professional management skills, technical level and environmental/situational adaptability. Improving managers' recruitment sources and developing projects are the main means to improve local cultural adaptability. In the field of training and development, the focus of international human resource management has shifted from the preparatory training of overseas personnel to the establishment of an international management and development system for all managers of subsidiaries, aiming at improving the performance level and global vision of managers. Training and development involve a wide range of activities: managers learn about the organization, specific job responsibilities and required job skills through training, understand the social, cultural and legal environment of the workplace, and develop managers' interpersonal skills in a specific social and cultural background. Baumgarten (1992) proposed that the general manager of a subsidiary of a multinational enterprise should master three personal skills: cultural sensitivity, technical skills and leadership. Many researchers regard training development as the most important international human resource management activity, but the research of Tung( 198 1) shows that multinational companies in the United States, Europe and Japan attach different degrees of importance to training development. When training and development become the privilege of overseas personnel, the unity of corporate culture, the expansion of local managers' management perspective and the overall interests of multinational companies will be damaged. Therefore, the current trend is to extend training and development to the whole management to promote the formation of multicultural and transnational management teams. Supplement: In the field of evaluation and salary management, the system design should be easy to understand and encourage managers fairly and effectively, and the nationality and cultural background of managers should not affect their evaluation and salary. Due to the differences of economic system development level, political system situation and traditional culture, the specific means of salary management in international enterprises have no certain rules, which increases the difficulty of salary research. In some countries, employee income includes lower cash income and higher proportion of insurance/annuity income, while in other countries, cash income accounts for a higher proportion of total income. This difference in wage structure is largely determined by cultural differences, and it cannot automatically realize the system transplantation under different cultural traditions. It is more necessary to study the factors that affect the salary of multinational enterprises than to determine the salary level of specific enterprises. In the design of salary system, multinational enterprises should not only consider national purchasing power, labor market competition, financial system and extra compensation for dispatched personnel's "difficulties", but more importantly, improve employees' recognition and support for the company's overall goals and culture, so as to reduce the management cost of coordinating their goals and enhancing enterprise value. This means that the salary system of enterprises should not only consider the direct material rewards (current payment or deferred payment), but also pay attention to the management role of intangible rewards, such as the career prospects of managers, the possibility of international information exchange and participation in corporate strategic plans. It is also very difficult to determine the standards of performance evaluation. In multinational enterprises, the evaluation criteria include not only professional skills, but also the ability of managers to adapt to the local environment and culture. The evaluation criteria proposed by Hossain & David (1989) include technical ability, management skills, cultural empathy, adaptability and flexibility, communication ability and language ability. Adler & Bartholomew (1992) objected to the above standard, which they thought still reflected the evaluation made by the head office executives in the home country from the perspective of ethnic center. In the actual evaluation of multinational companies, in order to strengthen the implementation of the company's global interests, the evaluation criteria used also include managers' familiarity with the preferences, values and business practices of employees/customers with different cultural backgrounds. The complexity of performance evaluation of managers in multinational enterprises is also related to the implementation of strategies such as price transfer and low-price competition. Financial indicators can not effectively reflect the contribution of managers, and the performance should be evaluated according to the actual contribution of subsidiaries to the whole enterprise. Second, the operation of multinational enterprises and three modes of human resource management The development stages of international enterprises can be divided into four categories: multinational enterprises, global enterprises, international enterprises and multinational enterprises. Enterprises have different organizational structures in different stages of international development, and the differences in organizational structures directly affect the management activities of human resources. On this issue, senior managers have expounded the attitude model, stage model and dual logic theory of internationalization from different angles. Supplement: Perlmutter( 1969)' s Attitude Model of Senior Managers to Internationalization suggests that international managers have three attitudes towards internationalization: ethnocentrism, polycentricism and geocentricism. The attitude of ethnocentrism is that the managers of multinational headquarters think that the management style, knowledge, evaluation criteria and managers from the home country are better than those from the host country. The logical conclusion of this attitude is that the management means and culture from the home country dominate the management of subsidiaries, and only the managers from the home country are the first choice for the top managers of the company (including headquarters and subsidiaries). Polycentric attitude is completely different, clearly aware of the differences between the home country and the host country, that the host country's managers have greater say in dealing with local issues, subsidiaries have greater autonomy, and the parent company controls them through financial means. However, the multi-center attitude also believes that due to cultural, social and economic differences, the management positions of the company headquarters should be undertaken by the managers of the home country, and the managers of the host country should not get involved in this level of management positions. Earth-centered managers hold an open attitude towards the world. Enterprises recruit managers from all over the world and assign them to work in headquarters or subsidiaries, regardless of nationality. Perlmutter's theoretical framework wave is now the basis for determining the types and strategic activities of international human resource management. The attitude of the top managers in the headquarters of multinational enterprises and the organizational design of human resources management: the complexity of national center, multi-center and earth-center organizations is complex; The organizational structure of subsidiaries is simple and changeable, the loose "alliance" system is more complex and independent, and the overall goal of organizational coordination authority and headquarters decision-making power has higher authority; The decision-making power is concentrated in the headquarters, and the authority of the headquarters is relatively low; The goal of a higher degree of decentralization is to form a cooperative relationship between headquarters and subsidiaries and apply the standards of the home country to employees and performance evaluation. It is up to local authorities to seek common standards for rewards and punishments that take into account local conditions. Incentives are higher at headquarters and lower at subsidiaries. Give higher or lower rewards to the performance of subsidiaries.