HR strategy and policies affect the business results of the company. If companies want this influence to be positive, the personal strategy should be designed and implemented taking into account the nine key effectiveness variables, namely: coherence with the external environment; and the internal characteristics of the company; and with the company strategy; Internal consistency of HR policies with each other; management suited to the system; strategic role of the HR function; professional skills of the function; system of monitoring, adaptation and continuous improvement of personnel. This paper focuses on providing a critical examination of effective HR practices in the organization.2. Discussion There are numerous empirical studies that demonstrate that human resource practices have influenced company performance. These studies vary by business type, industry, country, and other possible variables. For example, Choo et al (2010), in a study examined the impact of globalization on strategic human resources, with reference to the mediating role of a company's CEO. Parker and Caine (1996), for their part, focused on both a historical review of the human resource planning process, with evidence from the 1970s, 1980s and 1990s, together with some research into the best approach for human resource planning in the 1990s. It is very useful in a historical context, although the results are dated. According to Cannings and Hills (2012), the human resources strategy and its implementation can in itself constitute a key element for the competitiveness of the company. This report examined how organizations can benefit from increasing the impact of human resource management to support their purpose and objective. The human resources system itself, by its strategy, policies and practices, can be aligned with people's need for self-realization, and the latter, not because the form will be even more effective, because sometimes, especially in the short term, they may not be, but for the ethical and humanistic direction of the company's positioning. For example, considering only the effectiveness in the case of poorly trained staff, job chains carrying out manual and monotonous tasks and in very stable and predictable environments, it is in principle not necessary to encourage participation, as it involves a cost, and improvements could be made. be obtained, it would probably not be significant given the nature of the production system. However, from a humanist point of view, it would be appropriate to encourage employee participation so that they can influence their work, even if the effectiveness might arouse some resentment, especially in the short term..