After moving from the USA to Europe, I worked for a B2B dot.com organization. It had a headquarters on the west coast USA, a secondary main office on the east coast USA, the HR center of expertise was in the UK, and I worked for Europe, Middle East and Africa, and apart from this there was also the Asia division. Now, considering the multitude of different employment considerations and labor laws gives me a completely renewed appreciation for how HR was set-up inside this organization. The strategic element of HR definitely had a seat at the table and was consulted with the same as all the other divisions, but it also included a very people-centered operational approach to the employees in these many different countries.A main item to recall was the fairness of practice in dealing with the people of the organization. Many people moved from country to country, and the organization was quick to do the right thing by the individual and not completely focused on the bottom-line. This comes back to the ethical side of the business. While it makes good business sense to have a HR change agent that can see to the peoples needs, the organizations needs, the financial and business needs (Dobson, 2014), deal from a strategical, operational, technological and psychological aspects of the discipline, how is this all accomplished in every part of the organization at the same level of service and quality? It comes back to leadership, vision and having role models in the decision-making arena (Lundmark, Hasson, Schwarz, Hasson & Tafvelin, 2017). So much of the discussion is built on the employee – employer trust relationships and front-line leadership to be successful with change management (Naude, Dickie & Butler, 2012), but isnt it true that when the workforce knows that the organization will do right by them too, half of the battle is won?