The Best-fit approach to HRM holds that the practices of the role of the human resource should fit well with other functions and organizational aspects of the organization are going to operate effectively. The approach, further, holds that the strategic placement of the organization may require a change of the practices to be taken (“Best Practice”, n.d). The model emphasizes the need to make greater use of similar HR actions. These HR actions, when implemented consistently and cooperatively among all members of the organization will lead to increased performance (Clinton and Van Veldhoven, 2013). The approach, further, holds that any organization that adopts the practices included will benefit from the change. The approach holds that the strategy of the HR function becomes better when it is fashioned to meet the needs of its context or the business environment within the organization. The demerit of the approach is that it overlooks the interests of employees (“Best Practice”, n.d). From a review of the two approaches: best practice and best-fit approach, a number of common grounds, which are shared among the two, could be identified. These include that the two place emphasis on strategic planning: best practice insists on strategic goal setting, while best fit insists on operational and marketing strategies (Clinton and Van Veldhoven, 2013). A second common ground is that the two approaches consider the risks facing the organization: best practices insist on risk management, including competition while best fit insists on studying the competitive strategy of the organization as a unit (“Best Practice”, n.d).