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Answer : D

Comprehensive and Detailed Explanatio n:

Non-core competencies refer to functions that are supportive in nature, such as payroll, IT support, or benefits administration. They are necessary but not mission-critical to an organization's competitive advantage.

Outsourcing them allows HR and leadership to focus resources on strategic, core areas (like innovation or customer service), while operational tasks are handled by external experts.

GPHR Study Guide Extract -- Strategic Global Human Resources / Outsourcing and Shared Services:

''Organizations often outsource non-core functions to reduce costs and enhance focus on strategic activities. These functions are typically those that do not contribute directly to the primary value proposition or customer experience.''

Hence, outsourcing works best for roles that support operations but don't affect the core business identity.

Answer : C

Comprehensive and Detailed Explanatio n:

The OECD does not enforce legal mandates. Instead, it issues voluntary guidelines that member countries are encouraged to adopt. These recommendations cover corporate responsibility, employment standards, and ethical labor practices.

GPHR Study Guide Extract -- Workforce Relations and Risk Management / International Employment Standards:

''OECD guidelines are voluntary principles and standards for responsible business conduct addressed to multinational enterprises. They are non-binding and are designed to complement existing labor laws and ILO conventions.''

This makes OECD guidelines advisory, unlike ILO conventions, which can be ratified and legally binding.

Answer : A, B

Comprehensive and Detailed Explanatio n:

High training and upskilling expenditure -- Elite talent investments involve executive coaching, global assignments, leadership development programs, etc., which require significant financial investment.

Unlocking staff potential -- These efforts often aim to prepare high-potentials for leadership succession, improving organizational resilience and global readiness.

GPHR Study Guide Extract -- Talent and Organizational Development / High-Potential Talent Development:

''Strategic investment in top talent focuses on leadership pipeline development. This often involves substantial upskilling, mentorship, and exposure to strategic roles to unlock long-term potential.''

While there may be perception risks, the core outcomes are upskilling and future readiness.

Answer : C

Comprehensive and Detailed Explanatio n:

Competency development is the primary strategic reason for sending employees on long-term, learning-based assignments. These assignments are intended to:

Build global leadership capability

Enhance cross-cultural competence

Provide exposure to complex business environments

This creates a pipeline of future global leaders, aligning with talent and succession strategy.

GPHR Study Guide Extract -- Talent and Organizational Development / International Assignments for Development:

''Organizations increasingly view international assignments as leadership development tools. Long-term placements help high-potential employees gain strategic insights, develop cultural awareness, and expand their organizational influence.''

Retention is a benefit, not the goal. Cost control is a concern but not a motivator for development-driven assignments.

Answer : C

In many Latin American countries, unions hold significant legal power, and collective bargaining is legally mandated. Failure to engage unions can lead to:

Work stoppages

Legal action

Long-term reputational damage

Other options (language, payroll, leave policies) are manageable operational challenges, not strategic risks.

GPHR Concept: Labor relations --- especially legal union mandates --- are high-risk areas in M&A due diligence.