1. Organize around process, not tasks, functions, or departments
2. Flatten the hierarchy, eliminate work that fails to add value, and simplify processes
3. Use teams to manage everything and hold them accountable
4. Let customers drive performance
5. Reward team performance, development of multiple skills rather than specialization
6. Bring employees into direct, regular contact with customers and suppliers
7. Share information with all employees and train them to use it in their work

All of these elements reflect changes in the human resource management--these are business issues and they are people issues. In many of the business changes, people-related issues were deemed critical to the success of the changes. People-related business issues are addressed as part of overall strategic business analysis, the first step in strategic management. By focusing on the people-related issues, corporations are targeting in developing “Competitive Advantages In Human Resources”.

Competitive advantage is achieved by managing people more effectively than competitors. Competitive responses shift such practices to parity, forcing a search or new sources of advantage or to keep up with rapidly rising competitive standards. These areas are required to be developed to gain competitive advantage in HR:

1. Listening to customers and anticipating needs
2. Highly competent (with the right skills and capabilities) and stable work force, to have this highly competent employee, corporation may apply specific hiring process.
3. Enabled, empowered people
4. Effective teams and teamwork, especially across the organization
5. Open communication, networking, and sharing of information
6. Rapid, effective execution of performance objectives and plans
7. Effective use of technology to leverage talent
8. Superior utilization of talent, work flow, and work design
9. Superior expense management
10. Quality management, continuous improvement

The complexities of different cultures, work forces, legal environments, and across time zones and great travel distances makes it more difficult to manage people to achieve effective teamwork, staffing.

Human resource issues normally arise as organizations evolve and change. Small, entrepreneurial organizations adapt as they grow. As they become larger and more complex, managers gradually recognize the need for a balance between entrepreneurial and formal, disciplined management--between what may seem like chaos and order. From the other extreme, more established, slow-changing, "institutional" organizations adapt to rapid competitive changes by loosening controls and adopting greater willingness to change. The typical result is a flexible organization, adaptable as a complex, rapidly changing enterprise. Flexible organizations adapt their management policies and practices to their competitive situations, changing working relationships and empowering employees and teams to make decisions as competitive situations change. Accordingly, structures, jobs, and work are always changing. People are adaptive and learning-oriented, and so practices in managing people are more flexible as well.