Copyright ' 2012. Academy of Knowledge Process 16 International Journal of Contemporary Business Studies Vol: 3, No: 4. May, 2012 ISSN 2156-7506 Available online at http://www.akpinsight.webs.com The Role of Human Resource Practitioners Maintaining Sustainability In Organisations: Some Empirical Evidence Of Expectations, Challenges And Trends Dr A J du Plessis Department of Management and Marketing, Unitec New Zealand, New Zealand Ms S Paine Department of Management and Marketing, Unitec New Zealand, New Zealand Dr C J Botha School Human Resource Sciences, North-West University, Potchefstroom, South Africa ABSTRACT To sustain competitive advantage, organisations rely on technology, patents or strategic positions and on how their workforce is managed. Emphasis on !people" to compete effectively in global economies requires HR practitioners to live up to the challenges, expectations and trends in HR functions. The aim was to establish if HR practitioners are equipped with the capabilities for the challenges, expectations and trends of HR effectiveness. Data was collected via an e-survey questionnaire, from 364 members of the Human Resource Institute of New Zealand. The response rate was 41%. Five closely related HR themes were focused on: the first two on the HR practitioner"s role as change agent and strategic partner. The three remaining themes focused on HR practitioner"s responsibility of improving relations in the organisation. Findings show high positive results in self-identified HR capabilities. This signifies that HR practitioners in New Zealand possess capabilities that can increase HR effectiveness. Key words: Expectations, challenges, trends, themes, value add INTRODUCTION A company"s workforce is the lifeblood of organisations and they represent one of its most potent and valuable resources according to Du Plessis (2009). Consequently, the extent to which a workforce is managed is a critical element in enhancing internal effectiveness and improving the organisation"s competitiveness. Human Resource (HR) practitioners play an increasingly vital role in maximising the efficiency of the organisation"s human resources since HR practices support employee behaviour that is critical for accomplishing key organisational processes, thus advancing organisational success (Nel, Werner, Poisat, Sono, Du Plessis, & Nqalo, 2011; Stone 2008; Rennie 2003; Wright & Boswell, 2002). It