Consider the scenario below and answer the questions that follow. SARAH SMITH ACADEMIC HOSPITAL SARAH SMITH ACADEMIC HOSPITAL is situated close to Potchefstroom in the North-West province in South Africa. It was founded in late 1998, with 58 fulltime employees. The hospital focuses mainly on the training of medical students, including medical doctors, nurses, dentists, specialists and others, such as psychologists and physiotherapists. At the beginning of 2020, the hospital had 672 permanently employed staff members. The hospital is in the process of changing and implementing a new human resource management (HRM) department. The hospital was forced into this initiative after the COVID-19 pandemic. COVID-19 contributed to various changes in their workforce. Various of their employees passed away or resigned due to unforeseen circumstances. During COVID-19, management decided to establish an HRM department because it required specialised HRM attention. Prior to this decision, HRM functions were executed by line managers. With all the unexpected consequences experienced during COVID-19, the CEO decided that this move towards the establishment of an HRM department could not be postponed. In January 2025, a similar academic hospital will be opened in Namibia. The stage will then be set for international HRM. The CEO and senior management realised that HRM in the new world of work would be the solution for many of the problems they currently experience. They appointed BestBusiness (an HR consultancy) to assist them with important HRM information to enable to implement important strategic actions. To ensure the academic hospital survives, a competitive advantage is required over its competition in the industry. It is important to ensure that HR and the top management of the hospitals work closely together with HR managers