# From HR to People & Culture – can a new name improve your image?

- URL: https://hr-passionista.com/en/from-hr-to-people-culture-what-the-name-change-means/
- Published: 2026-01-28
- Updated: 2026-01-28
- Author: Marion Eppinger (HR-Passionista)
- Categories: hr strategy & business partnering, strategic HR

> What moving from HR to People & Culture means – and how the shift improves your image and aligns with modern leadership and culture work.

##### The question of purpose: what is the role of an HR department? Do we even know what we are and what we (should) stand for? Is the new name „People & Culture“ intended to distract from the pressing issues?

## **Past and present**

Let’s take a closer look at the names that have been used in the past and what they mean:

### The personnel office

It all started with the **classic personnel office/personnel department.** When employees went there, they knew they would receive information on the following: 

-   Employment contracts & changes
-   Absences
-   Payroll
-   Employment law issues, etc.

In this context**,** the personnel office was the **administrative expert** and responsible for **correctly implementing** various requests. **Strategic design** was not a priority, the focus was on the **operational handling of personnel matters.** Strategic resource planning was still a foreign concept at that time.

### Human resources

Then the term „human resources“ came into being – **people as a resource** for the company. This can be viewed in two ways: either as **a valuable resource** or bluntly, **as means of achieving economic business goals.** It’s a **double-edged sword.** I always had my problems with this term because I **often perceived** **it** as **the latter**. My **goal** was to evolve **from administrative expert into strategic business partner** for management. This would involve understanding the **company and its processes** and **developing personnel strategies** in partnership with management**.** The term **quickly** caught **on,** but its **implementation** was **not always effective.** Just because a gift has **new packaging** does not mean that **the contents have changed**… You know what I mean 😉 While the **business partner model** certainly does not one suits every **corporate culture or size**, but **aspects of it can be implemented anywhere.** 

> *Separating operational and strategic HR agendas and devloping experts makes sense. Why? A clear set of tasks leads to better results.*

### People & Culture

The **term People & Culture** is a recent addition. From now on**, employees** should **be motivated** **to recognise changes and help shape** them and thus **brining about** further **development in the company**. The **big question** that arises for me is – **how? And above all, who?**

The **People (& Culture) Manager** is a **manager** – **so why has HR been given this title?** The planned **wishful thinking** **of further development** **applies to everyone,** **especially managers.** #LeadingByExample

**Culture**, i.e. corporate culture, is a **similar topic**. We **can (perhaps) influence this area** if we have the right **support from the company** – but ultimately, of course**, everyone** is **responsible** for **themselves.** *So what culture do we exemplify, how do we want to interact with each other and how do we live this out in our internal and external dealings?*

**The topic of culture affects all departments.** What about marketing & culture, finance & culture or legal & culture? **Corporate culture** is a topic that is far **too big for just one department.**

> *It seems like that HR’s remit has been expanded in order to address issues more efficiently and effectively. As a department, we are still lagging behind in terms of digitalisation and automation, but the first positive developments are already visible. Only then will we be able to devote ourselves fully to the topic of people and corporate culture.*

I’m **not sure** whether People & Culture **is** the **right term for this. I seems unrealistic** to me that **one department should be responsible for such a global issue.**

### **Moving away from HR and People and Culture towards Human Relations**

![Zwei Hände, die Zeigefinger sind eingehackt und jetzt hat einen Anker darauf tattowiert.](https://hr-passionista.com/media/2023/02/couple-g11693a45c_1920-768x509.webp)

## **Human Relations**

In my opinion**,** the **relationship approach** is **absolutely correct,** but I think the **term „human relations“** would be **much more appropriate.**

It is far more relevant **to focus** on **relationships with people** and **cooperation,** rather than on „using resources“. As **an HR professional,** if you manage **to build good relationships with new candidates, existing employees and those who are leaving,** then you have **done** everything **right.** If we could achieve the **positive employee/candidate experience** that everyone always talks about, we could **proactively counteract the labour shortages.**

Of course**,** as **a department,** we need to **be contemporary and modern.** You don’t always have to reinvent the wheel to achieve that. In my experience, **every job title in a company** should be **chosen carefully** and **not every trend** should **be followed unthinkingly.** I feel strongly about this topic because it seems to me that too **many companies are trying to distract** themselves **with the new department labels** to gloss over issues **instead of tackling** them **head-on** and **making a real difference.**

![](https://hr-passionista.com/media/2025/11/DSC01841-Edit.jpg)

### My conclusion

simply by giving the child a new name will not improve employee/candidate satisfaction. We need to **actively address the underlying issues.** Companies must finally **recognise** the importance of **human relationships as a strength** in a holistic sense**,** not just in the area of human resources.

However, the HR department is not solely responsible for this. **Taking employees‘ needs and potential seriously and promoting them – yes**. Concealing poor working conditions and grievances with a new name? No! 

If **a new name is necessary** to drive this change, then let’s **move away from the meaningless „People & Culture“ and towards Human Relations.**