21.Benefits derived from effective HRM practices are often difficult to translate into dollars and cents.
22.Estimating the return on investment attributed to HRM practices is impossible.
23.To be considered a full business partner, HR professionals must shift from being the narrow specialist of the past to being a member of general management teams.
24.To increase his/her sphere of influence within an organization, an HR professional must refine his/her HR generalist skills.
25.To provide input on important management decisions, HR professionals must become more knowledgeable of areas traditionally outside the HRM realm.
26.HR professionals do not need to get out on the floor to gain credibility with line managers.
27.To gain credibility with line managers, HR professionals should solicit managers’ and employees’ input when attempting to develop human resource programs.
28.HR professionals should not use external resources for technical input if they want to gain credibility with the firm’s board of directors.
29.HR professionals can gain credibility with top managers by demonstrating how proposed HRM practices address the firm’s strategic plan.
30.To provide input into important management decisions, HR professionals must gain as much knowledge in the HRM realm as possible.