Although Human Resources professionals often receive seemingly specific or disconnected demands from their superiors or their clients, they are mutually related and require a holistic and systemic view of the problems. Therefore, the Integrated Human Resources System of an Organization connects the needs of the company and the results of effectiveness that it pursues, with all the elements that configure its behavior: the environment, its strategy, its design and all the psychological and psychosocial processes that develop among people in the organization.
The HR Department is surrounded by an environment that directly influences it. Within this environment we find several aspects: economic globalization, the internationalization of companies, digitalization, organizational changes in production and services ... A clear consequence of all this some time ago has been the conversion of the classic Personnel Departments in Human Resources Management, People and Talent Development or Human Capital Departments with authentic strategic management functions. These new attributed functions, together with the constant evolution, oblige those responsible for these departments to take their environment into account when making decisions so that they are effective and adjusted to the objectives of the companies.
Not only does the environment change. The organization in general, to adapt to the changes must change in itself. And those responsible for the HR function face the challenge of adapting to the changing needs of organizations, and must clearly add value with their role in companies. The HR Department must be a co-star with the General Management in obtaining better productivity by reconciling terms such as quality, efficiency and profitability. For this, the HR Department will use marketing to promote the usefulness and productivity of their work and thus gain recognition and respect from the other departments and areas in the companies, as well as that of the General Management.
But this evolution of HR Departments does not end with the new functions mentioned here. The increasingly close union between business strategy and HR leads to rethinking intervention models. One of them is consulting. If the interventions of external consultants are successful, can we take advantage of the approach, the systems and the tools and apply them internally, as we have done with the "internal" client in total quality? Is it possible to imagine an HR Department that works with that methodology? Is the HR Director a powerful consultant who helps his clients perceive, understand and act on what happens in the environment?
All of the above shows us an HR Management that evolves and adapts to the changing environment in which it is immersed. But it must not only adapt to the external environment, but also to the company's overall strategy. In fact, HR Management is part of the business strategy helping to ensure that expectations are met through the people in the organization.