A well-rounded program of HRM is one that serves the employees of the organization — one of the company's most valuable assets. One of the objectives of HRM is to help maximize links between the goals and objectives of employees, and the goals and objectives of the organizations who employ them (Schuler, 1992). Both organizations and employees have legitimate needs (e.g., productive employees, reasonable work, and a respectable wage), and organizations are most likely to be sustainable when both sets of needs are met.HRM/RH in the future would be enhanced by shifting its mind-set to understand the employee as a resource that is ever changing (developing). Unlike the physical properties in an organization (e.g., buildings, property), human resources are not static. They contribute increasing talent and expertise to the organization as their knowledge, skills and abilities (KSAs) develop and grow throughout their career. Furthermore, this contribution may shift as employees work into advancing age and changing family needs. As employees develop, their organizational contributions may be reflected in higher work satisfaction and organizational commitment demonstrated concretely in mentoring activities and greater organizational citizenship behaviors (Hall, Feldman, & Kim, 2013). Therefore, HRM/RH representatives likely will be called upon to serve as knowledge experts on practices that employees may need most at a given time and also to take a developmental approach to understanding how such needs develop and change over time as the employee initially grows his or her expertise, levels off, and then shifts in contribution level and type.