▁expand ing ▁into ▁emer ging ▁mark ets , ▁and ▁in ▁developing ▁labor ▁policies ▁to ▁suit ▁different ▁regions ▁of ▁the ▁world ▁while ▁pres erving ▁a ▁company ’ s ▁core ▁culture . ▁ ▁The ▁strateg ic ▁role ▁of ▁the ▁CH RO ▁has ▁also ▁expanded ▁as ▁work for ces ▁are ▁increasing ly ▁composed ▁of ▁knowledge ▁workers , ▁and ▁companies ▁require ▁better ▁systems ▁to ▁comp ete ▁for ▁scar ce ▁high - sk illed ▁workers . ▁ ▁R ather ▁than ▁foc using ▁exclus ively ▁on ▁human ▁resource ▁issues ▁and ▁service ▁delivery , ▁CH RO s ▁must ▁concent rate ▁on ▁creating ▁strong ▁talent ▁pip elines ▁to ▁both ▁enh ance ▁organiz ational ▁decision - making ▁and ▁secure ▁future ▁growth . ▁▁ ▁These ▁changes ▁in ▁the ▁business ▁landscape ▁have ▁required ▁the ▁CH RO ▁to ▁height en ▁the ▁focus ▁on ▁talent , ▁capabilities ▁and ▁company ▁culture . ▁ ▁Res p ons ib ilities ▁ ▁According ▁to ▁an ▁annual ▁survey ▁conducted ▁by ▁the ▁largest ▁industry ▁group ▁for ▁CH RO s , ▁the ▁H R ▁Policy ▁Association ▁in ▁the ▁United ▁States , ▁top ▁CH RO ▁concerns ▁over ▁the ▁years ▁fall ▁roughly ▁into ▁three ▁broad ▁categories : ▁talent , ▁capabilities , ▁and ▁culture . ▁ ▁Tal ent ▁ ▁Tal ent ▁management ▁includes ▁building ▁the ▁quality ▁and ▁depth ▁of ▁talent , ▁including ▁a ▁focus ▁on ▁succession ▁and ▁leadership / employee ▁development . ▁ ▁In ▁a ▁separate ▁survey ▁of ▁over ▁ 2 0 0 ▁U . S . ▁and ▁European ▁CH RO s , ▁University ▁of ▁South ▁Carolina ▁professor ▁Patrick ▁Wright ▁found ▁that ▁nearly ▁all ▁participants ▁c