Not long ago, the human resources department acted in a mechanistic way where the employee's vision predominated in obedience, and execution of the task, and to the boss a centralized control.
At this moment the outlook is different: the employees are called collaborators, and the bosses are called managers.
It can be said that managing people is no longer a factor of a mechanistic, systematic, methodical, or even a synonym of control, task and obedience.
The management of human resources aims to value the professionals and the human being, unlike the traditional management of personnel that aimed at the mechanism.
The current management paradigm no longer sees the financial, technological or logistical resources as the main competitive factors, but rather the people, assuming that the more valued they are the higher their productivity rate is.
Therefore, as a source of competitive advantage, people who incorporate the organization with their knowledge will be unique and rare assets, difficult to imitate by the competition and are not easily replaced.
Only in this way can we distinguish what we used to call Traditional Personnel Management and the actual and real human resources management.
Leaders of successful organizations have discovered that nothing changes if people do not change.
