The importance of talent management: HR generalist vs HR specialist Very often, as employees, there is the perception that human resources management is condensed without pretensions to the bureaucratic responsibilities of personal. However, those were the HRs of the past. In the past, human resources was not perceived as an important division of companies. However, times have certainly changed. Today, the importance of human resource management is extremely substantial and vast. It has become increasingly significant and is an important and significant component of a certain organization in our society. Many companies are now understanding and identifying that human resource management can truly help their organization move forward. Indeed, for any organization to be successful, it must recognize the complex benefits of human resource management that go beyond the usual hiring procedures. Talent acquisition is a key part of human resources and is what makes human resource management so beneficial. Organizations must primarily be adept at bringing together diverse groups of people to provide distinctive services to achieve a common business purpose (2013, p. 4) . The truth is that an organization cannot build a good brand and/or a good team without first creating great employees, talented professionals and building a knowledge management structure. In particular, with professionals who will be positioned or aspire to manage a particular organization. They need great employees to be able to manage large divisions and departments. From managers to executives, they are tasked with human resources responsibilities and obligations. Because people are fundamentally an extension of the organizations they embody, every management professional... middle of paper... is in high demand and less affected by economic downturns. When the economy is down, HR generalists have the ability to take on more responsibilities and obligations. Additionally, they can essentially learn the specialties of HR specialists. The good news is that HR skills are cross-functional and most specialists become specialists. References Evans, P. A. (1984). On the importance of a generalist conception of human resources management: a transnational perspective. Human Resource Management, 347-363.Hunt, J., & Boxall, P. (1998). Are the best HR specialists "strategic partners"? Self-perceptions of a corporate elite. The International Journal of Human Resource Management, 762-781. Snell, S., & Bohlander, G. (2013). Human resources management. Canada: Learning Southwestern Cenage.