Evolution of HR 1960s-Present day

In the 1960s and 1970s, HR was considered more along the lines of a clerical, administrative job. Clerical staff tended to be assigned tasks that now fall to HR professionals, such as assembling benefit programs and sourcing candidates for interviews. Although clerical workers who became proficient at these tasks moved up through the ranks,they lacked business strategy skills—the ability to think big-picture about how personnel programs could support, advance, and help deliver against business objectives.

Through the ’80s and ’90s, the industry’s view of HR began to change, and companies began to recognize the value of linking their HR programs with their business objectives. Today, HR managers must balance the company’s overall business requirements with the individual employee’s needs—aligning people issues with business issues. Responsibilities include examining the value of various HR programs to determine whether they’re contributing to the company’s profitability or changing them to affect the bottom line more positively.
 
In today’s business environment, HR is more commonly associated with the terminology "Human Capital".Professionals today, with strong business skills have an advantage over those without them. Accounting, statistics, an understanding of legal issues, and an ability to analyze numbers can be important, as can skills in conflict resolution, communication, and persuasion. 

Ultimately, HR blends and uses a mixture of hard and soft skills. It is important to note how much HR has transcended over the years. It plays a critical strategic role as a business partner today,more than ever. The HR department of organisations strive to work hand in hand with senior management to transform and align business strategy along with HR strategy in order to achieve desired goals and outcomes of the firm. 

picture source: brighthubpm.com