21. The display of high ethics by human resource professionals promotes the human capital developer role.
22. The human capital developer role focuses on maximizing the return on investment in training and development programs.
23. Human resource competencies fit into three broad categories: knowing the business; carrying out human resource practices; and, interpreting the legal environment.
24. Human resource professionals must demonstrate knowledge of the organization’s core business processes to gain the respect of other organization members.
25. Successful human resource professionals should have competencies related to finance, competitor analysis, globalization, production capabilities and information systems.
26. For human resource professionals, competency in human resource practices is especially important for carrying out the roles of functional expert, employee advocate and human resource capital developer.
27. The easiest set of human resource competencies to implement are those related to measuring and affecting change management.
28. Change management competencies deal primarily with turnover among employees and how a manager must be willing to change his/her management style based upon the influx of new employees.
29. Organizations are interested in population trends to provide insight into the number and types of workers that are likely to be available in the future.
30. According to labor force trends, in order to be effective, new entrants to the workforce will have to be able to work effectively with older workers.
31. Employment opportunity trends focus on the number and characteristics of people who will be working or looking for work.
32. Education and training trends provide information about the types and number of jobs expected in the future.
33. To be an effective global organization, the same policies used in U.S. operations should be consistently applied to overseas operations.
34. The stakeholder perspective focuses on people who affect and are affected by an organization.