The challenges of doing business in a global economy continue to mount for many companies. Often, it's hard for rewards professionals to know which way to turn for information relevant to their organization's needs.

The Internet is rather limited in its effectiveness to gather research in a concise, cohesive fashion; sometimes you just need a ready resource at your fingertips.

Global Rewards: A Collection of Articles from WorldatWork is a book assembled by WorldatWork staff for the sole purpose of helping rewards professionals find solutions to complex international issues. It's a compilation of thoughts and data to enrich your understanding of all things global: strategic, technical and tactical.

The book is divided into three sections. The first section addresses strategic matters; the second section discusses technical aspects of specific compensation and benefits programs; and the third section sheds light on tactical responsibilities, such as how to manage expatriate assignments.

The book begins with a fine overview piece, "Global HR: The Next Frontier for Human Resources," written by Robert Gandossy, Ph.D., and Elizabeth Varghese of Hewitt Associates.

The second article, "Developing a Workable Global Rewards System," authored by Kathleeen A. Bensky of Towers Perrin, first appeared as the second part of a workspan series that examined the changing focus of compensation. This piece takes an insightful look at global rewards systems and the importance of global consistency and comparability.

Two case studies appear in the first section, one on The Dow Chemical Company and the other on Canada-based CUSO. Both articles are illuminating, but the latter is especially so considering the amount of problems the company faced after trying to provide across-the-board compensation equity. The article shows how after implementing a global compensation plan that put all employees working outside of Canada under the same policies and procedures, CUSO experienced a load of communication breakdowns and a whole new crop of inequities.

Three renowned academics including George T. Milkovich, Ph.D., of Cornell University offer qualitative and quantitative research that demonstrates that managers in the trenches of global pay design and implementation find it necessary to be flexible when contending with various complex issues and unique conditions.

Another article based on survey results shows best practice models for management of pay across borders to be lacking. Moreover, it offers answers for compensation professionals to get a better understanding of the issues and learn how organizations are structuring their operations.

In the second section, Jan Blackburn and John M. Bremen of Watson Wyatt team up to explain how to integrate and optimize total rewards for a global sales force.

Ragini Subramanian and Terry Singh of Mercer Human Resource Consulting span the globe by showing the reader how to design a deferred compensation plan for executives in other nations.

The third article in Section II taps into the best practices — from design stage to rollout — of General Motors, which implemented a global stock plan in 43 countries.

Andrea Kagan and Marlene Zobayan of Deloitte & Touche LLP do a superb job of uncovering the international implications of expensing options, followed by a handy checklist of "The Top 10 Mistakes in Implementing a Global Stock Plan."

The section concludes with two benefits-focused articles, one reminding the reader of the cultural nuances and legalities involved in implementing benefits programs in foreign locales, and the other on U.S. benefits for inbound foreign nationals.

Section III begins with a study by ORC Worldwide on how best to manage and pay high mobility international employees.

Jack Keogh, vice president of intercultural services for Prudential Relocation, makes a salient point on how companies and HR, in particular, need to evaluate an assignment from start to finish. This requires outlining all the important components for expatriation and repatriation.

Penny de Valk, managing director of Ceridian Europe HR Consulting, shares Keogh's sentiments and offers her own eloquent explanation of how expatriate assignments can be a gratifying experience all around — instead of a nightmare or failure, which, as studies show, is often the case.

Jacqueline A. Hauser, CCP, vice president of consulting for Cendant Mobility, has two stellar articles in the compendium — one on the dollars and sense of international assignments and the book's final article on the "hidden" global assignee.

Rebecca Rosenzwaig, CPA, co-director of international compensation services for ORC Worldwide, makes a strong argument about how tracking assignment expenses over time can help international HR managers develop and refine existing assignment policy.

The next-to-last article discusses the issues surrounding expatriate adjustment and proposes an effective model for delivering employee assistance programs to expatriate and international employees through face-to-face intervention with local providers who have intimate knowledge of the host country and can help individuals become cross-culturally adjusted.

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