The role of human resources management (HRM) is changing in business, especially in international business. Before considered a support function, HRM is now becoming a strategic partner in helping a global company achieve its goals. As Helen Bloom wrote in a recent article in Strategy and Business magazine, the strategic approach to HRM—strategic human resources management (SHRM)An organizational approach to human resources management (HRM) with a concern for the effects of HRM practices on firm performance.—means going beyond administrative tasks such as payroll processing. Instead, managers need to think more broadly and deeply about how employees will contribute to the company’s success. SHRM is not just a function of the human resources (HR) department—all managers and executives need to be involved because the role of people is so vital to a company’s competitive advantage. The most successful organizations manage HR as a strategic asset and measure HR performance in terms of its strategic impact. When each piece is in the right place, it creates a high-performance work system (HPWS)A set of management practices that attempts to create an environment within an organization in which the employee has greater involvement and responsibility.—a set of management practices that attempt to create an environment within an organization in which the employee has greater involvement and responsibility. The following are some questions that HRM should be prepared to answer in this new world: Competence. To what extent does our company have the required knowledge, skills, and abilities to implement its strategy. Consequence. To what extent does our company have the right measures, rewards, and incentives in place to align people’s efforts with the company strategy? Governance. To what extent does our company have the right structures, communications systems, and policies