Purpose The purpose of this paper is to discuss the contribution of a global IT service provider's Human

Resources Information System (HRIS) to staff retention in emerging markets. This includes a comparison
of the relevant issues and implications derived from a study investigating six developing countries. The
author of this paper concludes that the functionality of global HR systems should be supplemented with
local adaptions in order to achieve the best support for staff retention management.
Design/methodology/approach The theoretical framework for this paper is based on HR literature
concerning staff retention and on the framework proposed by Martinsons for human resources
management applications of knowledge-based systems. The argument is illustrated by quotes from 16
semi-structured expert interviews with Accenture HR executives and managers in Argentina, Brazil,
China, India, Latvia and Slovakia.
Findings HRISs contribute positively to staff retention for global IT service providers in emerging
markets. Especially important in minimizing turnover is the support they can provide for the allocation of
employees to international engagements, including scheduling and training. Culture and local labor
market differences do of course influence the HR functionalities needed. This paper provides insight into
the factors that necessitate local adaptions to a global HRIS.
Originality/value This paper addresses the differences and similarities in a global IT service provider's
staff retention management and the contribution of its HRIS including global functionality and local
adaptions towards this goal in six developing countries.