Because collaboration employment relationships involve social cooperation and a goal-focused orientation, specific HR practices will integrate technical competence and social fit through a social exchange paradigm. Table 2 shows emblematic practices, system elements, and the relational climate expected for a collaboration HR system. When both technical and social criteria are weighed in the selection process, employees can be more effective because they possess problem-solving competencies as well as the social skills to use them. Cooperative exchanges also increase with the hiring of employees who can adapt to work contexts that require personal interactions. Once hired, newcomers are subject to socialization processes that introduce them to the importance of social interaction and encourage embeddedness in the organization (e.g., collective and investiture tactics—Allen, 2006). Other development practices will instruct employees on how their KSAs facilitate task accomplishment while relationships permit them to benefit from others’ KSAs. Traditional development programs will be expanded to recognize organizational learning (Borgatti & Cross, 2003), informal social networks (Higgins & Kram, 2001), and lateral mentoring (Raabe & Beehr, 2003), all of which underscore the value of helping as a social exchange ware. Brown and Van Buren (2007) noted training that encourages interpersonal interaction should lead to a denser social network and increase the likelihood of helping-related behaviors in the organization.