Over time the importance of the value of human resources (HR) to the company has increased. Human resource management has moved from operational to strategic, which are the two levels of HR, and from reactive to proactive. The field of human resources can organize its thinking about the past, present and future around the framework that results from the combination of proactive and reactive human resources. HR operational activities generally refer to the day-to-day routing and delivery of HR basics. The strategic level of HR activity is more difficult to explain and involves five criteria: • Long-term: whether the activity would add value in the distant future versus the near future. • Global: if the activity involves the entire organization or individual departments or parts.• Planned: if the activity is thought about before being completed or if it is performed on the spot.• Integrated: if it would bring together other separate activities.• High value added: if you focus on business, financial and market success no. The two approaches to human resource management that would be discussed are strategically reactive and strategically proactive. Reactive HR management waits for problems to arise before anything is done about them, for example waiting for someone to leave before even thinking about a replacement or training for that replacement. While proactive human resources management anticipates needs or problems and tries to prevent them. Both strategically proactive and strategically reactive human resources are used to add value to an organization. In his book Strategic Human Resource Management, Mello explained the terms strategically reactive and strategically proactive as: Strategically reactive human resources focus on implementing business strategy; that is, given a clearly formulated business strategy (e.g., growth, new product, innovation, cycle reduction, new market entry), how can HR support a successful implementation? These activities include identifying and developing the technical knowledge, tactical skills and corporate culture consistent with the needs of the business strategy. They may also include facilitating change management and organizing human resources into service centers. (Mello, Jeffery A., 2006, p. 238) Strategically proactive human resources focuses on creating future strategic alternatives. Such activities include creating a culture of innovation and creativity; Identify merger and acquisition opportunities and build internal capabilities that continuously monitor and align product, market and capital markets with their respective leading indicators. (Mello, Jeffery A., 2006, p. 238) The process of defining strategy and how it should be developed can be outlined by two main models.