The VP of HR displays the relationship competency by preparing for a successful negotiation.
Before going into a negotiation, it is important to prepare and be clear about what one would like to accomplish. Upon starting the meeting, one should create a welcoming and comfortable atmosphere to build a trusting relationship with the negotiation partner. This forms the foundation of a successful meeting and discussion.

Employee resource groups can serve as an important tool to bring together groups of employees with a common trait to feel as if they are truly part of a team. These groups can go beyond just social gatherings, as they can discuss issues and challenges facing the organization and propose solutions to improve the working experiences for a diverse workforce. Employee surveys (A) are important tools for understanding how the workforce feels and views the company, but they do not necessarily pull employees together. Unconscious bias training (B) can be a useful tool, but it can be difficult to effectively plan and map the belonging metrics that result. Per formative ally ship (D) is a negative phenomenon in which companies say the right thing in support of diverse workforces while neglecting to take actual action.

When a global company plans to expand into new international markets, the first step the chief human resource officer (CHRO) should take to determine what training the new workforce will need for successful expansion is a business needs assessment. This assessment identifies the skills, knowledge, and competencies required to meet the strategic objectives of the expansion.
* Understanding Business Goals: The CHRO needs to understand the strategic goals of the expansion, such as market entry strategy, product or service offerings, and competitive positioning.
* Identifying Workforce Requirements: Determine the types and numbers of employees needed to support the expansion, including any specific skills or experience required for the new markets.
* Analyzing Current Capabilities: Assess the current capabilities of the workforce and identify any gaps between existing skills and those needed for the expansion.
* Gathering Data: Collect data from various sources, including internal reports, market research, and input from key stakeholders, to gain a comprehensive understanding of the business needs.
* Prioritizing Training Needs: Based on the analysis, prioritize the training needs to address the most critical gaps that could impact the success of the expansion.
* Developing a Training Plan: Create a training plan that outlines the specific training programs, timelines, and resources required to develop the necessary skills and competencies in the new workforce.
References:
* SHRM resources on conducting business needs assessments
* Best practices for workforce planning and training in global expansions

It is a good idea to grant the employee's request but only if it does not present undue hardship to the employer. Some examples of undue hardship could be cost, staffing shortages, or a decrease in workplace efficiency.

The HR generalist displays the global and cultural effectiveness competency by recognizing that the pregnant employee is being stereotyped by her supervisor. The HR generalist should take action. Since she is new in her role, she should consult with her supervisor, the VP of HR on the company procedure to address these kinds of inappropriate comments.