Globalized economics, multinational corporations, foreign direct investment and still increasing migration flows result in more intensive professional contact of people from different cultures and consequently also in more apparent display of intercultural differences. These differences seem to be crucial for human resource management in international environment that is shaped by trends mentioned above. By description method, the paper presents the strategies that foreign subsidiaries of multinational corporations use in practice. Secondly, it examines what employees based on their country of origin the management prefers and what implications it has for organizational environment. Moreover, the paper focuses on competences of the international manager and on issues that he may face to.