In Russia the companies have authoritative, hierarchical, bureaucratic type of structure whereas in UK the companies have participative management approaches, team concepts, and greater employee involvement. The Russian companies center of focus so far have been towards the technical aspects of their business – how to efficiently produce a product or provide a service, how to increase revenues and how to stay afloat in the market. However with the globalization of economies, many of them have started realizing the importance of other aspects of business – Human capital management, organizational structure, compensation, training, motivation and communication. In Russian, organizations perceived HR as a compliance function, existing to fill out forms and enforce rules, rather than a strategic part of organizational performance and success. However in UK the companies look at HR management as a strategic approach to an overall growth of the company. In this essay, using theories and literature, I will try to identify some of the key different HR practices and policies in Russia as compared to those of western countries like UK. Compensation, bonuses, incentives: In Russia, many of the small and mid size companies have no standard compensation system. There were no systematic, equitable pay scales and incentive structures flexible enough to withstand periods of growth and change. Most of the Russian companies’ main goal is to provide full employment.