Over time, the importance of the value of human resources (HR) to one's business has increased. Human resource management has moved from operational to strategic, which are the two levels of HR, and from reactive to proactive. The HR field can organize its thinking about the past, present and future around the framework that results from the combination of proactive and reactive HR. Operational HR activities generally refer to the routing, day-to-day delivery of HR fundamentals. The strategic level of HR activity is more difficult to explain and involves five criteria: • Long term: whether the activity will add value in the distant future rather than the near future. • Global: whether the activity involves the entire organization or individual departments. or in parts.• Planned: if the activity is thought through before being carried out or if it is carried out on the spur of the moment.• Integrated: would it bring together other separate activities.• High added value - whether she focuses on business, financial and commercial success is not the case. 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 doing something, for example waiting for someone to resign before even thinking about a replacement or training for that replacement. Whereas proactive human resource management anticipates needs or problems and tries to prevent them. Both strategically proactive and strategically reactive HR 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 follows: Strategically reactive HR focuses 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 contribute to successful implementation? These activities include identifying and developing technical knowledge, tactical skills and corporate culture that are consistent with the requirements of the business strategy. They can also include facilitating change management and organizing HR into service centers. (Mello, Jeffery A., 2006, p. 238) Strategically proactive HR focuses on creating future strategic alternatives. These activities include creating a culture of innovation and creativity; identify merger and acquisition opportunities and build internal capabilities that continuously track and align with product, market and capital markets with their respective key metrics. (Mello, Jeffery A., 2006, p. 238) The process of defining strategy and how it should be developed can be described by two major models..