Hammond closes the discussion by spotlighting the respective Human Resource departments at Hunter Douglas, Yahoo and Cardinal Health, for instance, adds to these corporations. Yahoo’s Libby Sartain doesn’t only bear a strategic seat at “the table,” in reality “the table” built by her. Hunter Douglas’s Betty Lou smith showed that between product quality and high employee turn over a relationship exist therefore consequent in betterments in turnovers, attendances and productiveness.
London Business School’s Lynda Gratton debates that there are two chief rationalities that is why Human Resource departments experience a hard time bringing in an affect in a corporation. First, strategies of business organisation alter quickly; it is hard for Human Resource department to preserve with those alterations because of the complexness of numerous Human Resource systems specified as benefits and compensation. Second, due to this trouble in associating corporate strategies and HR systems, individuals require to function further close from personal place of appraises and rationales instead of just centring on corporations strategies and concerns. Functioning from the place of integrity and individual ethics, the administration can avert moral differences and the managers has an ordered place from which Human Resource decisions can develop, instead of shifting from the strategy and corporation circumstance. Sad to know, a few individuals are capable and amenable to perform this as this call for an apprehension of them in person and the ethics they represent. If they are interested with the bottom line than only following the right thing, they are being impelled by others, not their personal centred values.
哈蒙德关闭了讨论，突出各自的人力资源部门在亨特，比如雅虎和基本健康，增加了这些公司。雅虎的Libby Sartain不仅具有战略座位”表，“现实中的“表”，由她。亨特的贝蒂楼史密斯显示产品的高质量和高员工流失的关系存在，因此随之而来的改进之间的失误，上座率与效率。
伦敦商学院的琳达格拉顿辩论，有两个主要的合理性，这就是为什么人力资源部门的经验很难使一家公司的影响。首先，企业组织策略迅速改变；它的人力资源部保存这些改变是困难的由于众多人力资源系统指定为福利和补偿的复杂性。第二，由于关联企业战略和人力资源系统的麻烦，个人需要的功能从个人的评价和理由而不是围绕企业战略和关系进一步密切。功能的完整个体道德的地方，政府可以避免道德差异和经理有一个有序的地方，人力资源决策可以发展，而不是从战略和企业环境。要知道伤心，少数人有能力可以执行这个叫人理解和他们所代表的道德。如果他们的底线不是只有遵循正确的事感兴趣，他们正在推动的人，不是他们的个人为中心的价值观。
