The Multinational companies try to handle the challenges of the companies by creating internal initiates to address these hurdles. They try to develop numerous career-development places for the local talent. The companies try to develop internal training, collaborative curriculum-building by working with local universities (Kühlmann & Hutchings, 2010). They also foster development and prevent employee turnover by providing them with monetary incentives. The combination of training and development and compensation are key initiatives for the employees to try to work in the same companies. Sometimes, the practices of the companies are not considered to be transparent. This creates conflict in the companies. The upper management employees feel that this practice of expecting total transparency is based on lack of trust (Shih, Chiang & Hsu, 2010). It gives them potentially a reason to leave (Miao, Adler & Xu, 2011). The expatriate employees are used to the global culture and feel that it is mandatory. This dissonance causes friction and unease in the company culture. The companies want a culture that will make all the employees feel welcome. They want to retain the best employees and talent (Selmer, 2005). For this process, the companies are willing to try out numerous methods. However, there are issues based on culture that must be factored in this paradigm.