Throughout the world, public personnel managers have become deeply involved in organizational issues, such as increased productivity, strengthened quality, and improved service. With the global effort to institutionalize these goals came a dramatic and dynamic redefinition and application of human resources (HR) roles. If these multiple personnel roles, as has been suggested, include both 1) Strategic and 2) Operational activities, then human resource management has become more complex. Now the task has moved more certainly into the group assessment process, organizational strategic planning, and international arenas, all beyond the original functional management of personnel.1 Included in strategic personnel activities are those of: a) human resource planning, b) tracking legal and ethical issues, c) incorporating global innovations, d) assessing trends in the workforce, and e) assisting in restructuring and rightsizing of public service personnel.