From the latter part of the last century, through today, the focus of human resources continues to evolve and the changes are more than skin deep. When it was called the "Personnel Department," human resources was a staff function, supporting the line functions of a business. As such, they weren't directly tied to the bottom line. Today, because of several factors, chief among them emerging technologies, the competition for talent, and the changing nature of work from a traditional, secure, and hierarchical one to a gig economy, it is no surprise that there is again a rebranding of "Human Resource Management." This more competitive business climate necessitates that workforce functions become more integrated into business strategies, which gives HR leaders a seat in the C-suite.

It is also no surprise that the title changes reflect "people," "experience," "talent" and even "happiness." The reason is that as HR leaders transform their administrative roles to ones that are more innovative, there will be increased cross-functional consulting with other departments in the organization, like marketing, customer service, finance, product development, etc. This integration with the other departments of the business will give HR leaders a strategic edge in recruiting, hiring, and retaining the best employees while at the same time providing value to the highest levels of the organization. The end result is that HR today and in the future is more directly involved in managing employee engagement and keeping employees happy and valued. There is a direct correlation between happy and engaged employees and productivity.

According to a recent Gallup poll (June 2020), only 31% of employees were engaged at work and 14% were actively disengaged. With nearly seven out of ten workers not loving their jobs, the HR group has their work cut out for them. Working in tandem with their organization's other departments, it is incumbent upon HR to improve the company's culture by focusing the appropriate resources on doing so. Culture is tied to an employer's brand and includes its mission, values, vision, ethics, etc. Most of all, it helps to define what is expected from its employees.

In attracting new talent to their organization, it is important for HR to understand the varying desires and motivations of a multi-generational workforce, where attracting Millennials and Gen Z talent are crucial. Understanding these mindsets means understanding how to use social media and new technology, like text and instant messaging, in order to attract and hire these candidates. HR also needs to understand that the growing Millennial and Gen Z workforce are less interested in the company career ladder and more interested in learning new skill sets and taking on new challenges. Less inclined to be motivated by security with one company for a lifetime, these new generations of workers are looking for a new social contract or business paradigm; one that will offer new experiences and more flexibility. Since the challenge of COVID-19, remote working has also become the norm and gives leeway to both candidates and employers as their options for work anywhere in the world expand. HR managers therefore have to be fully ready to hire remotely, and that means embracing new technologies, like video conferencing.