Human Resource Management (HRM) has undergone a significant transformation from a traditional administrative function concerned mainly with employee records and welfare to a strategic business partner responsible for organisational competitiveness, innovation, and sustainable growth. This evolution reflects changes in economic structures, technological advancements, globalisation, workforce expectations, and the increasing recognition that human capital is a critical source of organisational advantage. Traditional personnel administration emerged during the industrial era when organisations operated through hierarchical structures, standardised work processes, and strict managerial control. The primary focus of personnel management was administrative efficiency. Personnel departments were responsible for recruitment procedures, payroll management, attendance monitoring, compliance with labour laws, employee discipline, and maintaining employment records. Employees were largely viewed as a factor of production, and the relationship between employers and employees was often transactional. The emphasis was on maintaining stability, reducing conflicts, and ensuring adherence to organisational rules rather than developing employee capabilities. The traditional personnel administration approach had several limitations. It was reactive rather than proactive because decisions were usually made after problems occurred. Personnel managers had limited involvement in organisational strategy and were often considered support staff rather than contributors to business decisions. Issues such as employee motivation, talent development, organisational culture, and long-term workforce planning received less attention. In a rapidly changing business environment, this approach became insufficient because organisations required flexibility, innovation, and knowledge-based capabilities. The emergence of modern HRM marked a shift from personnel administration to a more integrated and strategic approach. HRM recognises employees as valuable organisational assets whose knowledge, skills, creativity, and commitment influence business success. Modern HR practices focus on attracting talent, developing competencies, managing performance, building organisational culture, and aligning employee goals with organisational objectives. The human resource function expanded beyond administrative responsibilities to include strategic workforce planning, leadership development, employee engagement, and change management. The transformation of HRM into a strategic business partner was influenced by the resource-based view of organisations, which argues that unique human capabilities can provide sustainable competitive advantage. Strategic HRM connects human resource practices with business strategies by ensuring that the organisation has the right people, skills, and behaviours required to achieve its objectives. HR leaders now participate in executive decision-making and contribute to areas such as mergers and acquisitions, innovation strategies, market expansion, and organisational restructuring. As strategic partners, HR professionals perform multiple roles. They act as strategic architects by designing workforce strategies aligned with organisational goals. They function as change agents by helping organisations adapt to technological, economic, and social transformations. They serve as employee champions by