How human resource management died

I started my career 30 years ago, at a time when human resources management was more about attendance sheets, thick files, and zero annual evaluations. I worked in a large company where everything was about efficiency, results, and how quickly you could complete a task.

People were treated as resources, and personal development was an entirely unknown concept. There was no talk of employees' individual needs or aspirations.

I remember that 10 years later, I had my first annual review – a rigid and cold process that seemed more like a formality than a conversation about my professional growth. However, I gradually noticed things beginning to change.

As the years passed, discussions about motivation, engagement, and work-life balance started to emerge. Instead of just being employees, we became individuals with diverse personalities and needs.

Today, I am pleased to see that Human Resources Management (HRM) has transformed into a system that supports and develops people. It has evolved from control and efficiency to collaboration, wellbeing, and sustained performance.

Human Resources Management has come a long way from its industrial-era origins to a modern discipline focused on employee development, team cohesion, and creating high-performing, healthy work environments.

A brief history of Human Resources Management

1. The industrial origins of Human Resources Management

At the beginning of the 20th century, with massive industrial development, the need for workforce management was born. This period was marked by what we call "scientific management," promoted by Frederick W. Taylor. He advocated for maximum efficiency in work processes, and employees were seen as resources to be exploited as efficiently as possible. Taylorism imposed a clear division of labor, with specialized tasks, and success was measured in productivity, with no emphasis on individual needs or personal development.

2. The human relations era

In the 1920s and 1930s, an important shift occurred, known as the "human relations movement." This was marked by the Hawthorne studies led by Elton Mayo, which showed that worker performance was influenced not only by physical work conditions but also by social and psychological factors. It was recognized for the first time that people are motivated not only by financial rewards but also by feelings of belonging, recognition, and social wellbeing.

During this period, HR management began to develop as a discipline focused not only on recruitment and payroll but also on creating a positive, collaborative work environment. However, approaches were still quite limited, as the focus remained on satisfying employees' immediate and superficial needs.

3. The strategic Human Resources Management era

With globalization and technological advancements in the second half of the 20th century, HR management began to evolve in a strategic direction. In the 1980s and 1990s, the concept of "human capital" began to be integrated into organizational visions, leading to the recognition that people are not just resources but also intellectual and creative capital that contributes to organizational value. Companies started investing in training and development programs, recognizing the need to cultivate talent and keep employees engaged.

During this time, traditional approaches like strict performance evaluations, control-based management, and motivation through financial rewards started to be seen as insufficient. Advanced motivational theories, such as Abraham Maslow's hierarchy of needs and Frederick Herzberg's two-factor theory, began influencing HR policies.

The limits and overcoming traditional concepts

The very concept of "human resources" suggests an objectifying view, reducing individuals to instrumental roles in achieving organizational goals. Many HR practices have proven rigid, focused on uniform procedures and standards that ignored employees' diversity and uniqueness. Annual evaluations, standardized recruitment and promotion processes, and "top-down" approaches became outdated in the face of an increasingly dynamic and individualized world.

Another limited concept was the excessive focus on extrinsic rewards, such as salaries and bonuses, without considering intrinsic motivations like autonomy, meaningful work, and personal growth. Modern employees, especially Millennials and Gen Z, seek more than just remuneration – they want to find meaning in their work and feel part of something bigger.

The shift toward personalized management and team cohesion

Today, HR management has evolved into a holistic model centered on people and teams. Successful companies understand that achieving performance requires creating a work environment that supports employee development and facilitates collaboration. At the heart of this new model are three main pillars: personalized approaches, team cohesion, and continuous development.

1. Personalized approach

Instead of treating employees uniformly, today's companies adopt a personalized approach, recognizing that each individual has different needs, aspirations, and work styles. This personalization is evident in several areas:

• Recruitment and onboarding – Recruitment processes have become much more nuanced, involving the evaluation of cultural fit and the identification of each candidate's unique strengths.
• Career development – Instead of rigid career paths, many organizations now offer individualized development opportunities, whether through mentoring programs, personalized training, or the possibility of changing fields within the organization.
• Performance evaluation – Many companies have replaced annual evaluations with systems of constant and constructive feedback, helping employees continuously adjust their performance and grow professionally. Managers thus become guides in the personal development of employees.

2. Team cohesion

In the past, HR management focused on the isolated individual, but today’s organizations turn their attention to creating and strengthening high-performing teams. This shift is due to the recognition that well-bonded teams, where trust, collaboration, and open communication exist, are more productive and adaptable to change.

• Facilitating team potential – Leaders are facilitators who support team collaboration and development. They encourage open dialogue and help team members overcome limitations, maximizing their potential.
• Diversity and inclusion – Today’s teams consist of people with diverse perspectives and skills. This diversity is harnessed to create innovative solutions.
• The role of technology – Technology, online collaboration platforms, and project management solutions enable teams to work efficiently together, even when geographically dispersed.

3. Wellbeing and continuous development

Long-term performance increasingly depends on employees' wellbeing and the continuous development opportunities offered to them.

• Workplace wellbeing – Companies are increasingly investing in employees' mental and physical health. Wellbeing programs include initiatives that support work-life balance, provide stress management support, access to mental health services, and relaxation activities.
• Continuous development – Employees are encouraged to develop skills not only for their current roles but also to prepare for future challenges and opportunities. Companies invest in reskilling and upskilling programs that ensure employee development and contribute to organizational competitiveness.
• Sustainable performance management – Today, performance is no longer measured solely by numbers or measurable results. The focus is on sustainable performance, and organizations concentrate efforts on creating a framework where employees can perform long-term without being exposed to burnout risks.

Conclusions

Human resources management has evolved significantly over the decades, moving beyond traditional control- and standardization-based stages to adapt to an ever-changing world.

Today, successful companies understand that sustainable performance can only be achieved through a personalized approach, by strengthening team cohesion, and by supporting employees' wellbeing.

From "human resources" to real people with needs, aspirations, and potential, today’s companies must build work environments where every individual can grow and contribute to collective success.

Transformational leadership, collaborative culture, and a focus on continuous development are the keys to achieving excellence in modern organizations.

That is why I believe human resources management has died, making way for a future based on teamwork, development, and sustainable performance.

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About Valoria

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