The significant changes that have taken place in the overall management paradigm have a considerable impact on business practices and the business environment. The principles that were once used in today's environment are not desirable. An increasing number of organizations are turning their attention to human resources and employee satisfaction, which they consider to be key resources for successful business operations and achieving competitive advantages. People, not money, buildings, or equipment, are considered to be the primary resources in the world market. The essential task of management is to discover, attract, and retain the best people in their company, leading to the conclusion that human resource management increases the intellectual capital of a company. Particular emphasis in the paper is placed on a culture that has a significant influence on the shaping of business behavior. The paper presents different approaches to managing, recruiting, and training employees in branches that the company opens in other countries. As the whole business is understood, it is necessary to analyze the interaction between human resource management (HRM) and company strategy. Human resources are a key element for the first strategy of the company, while the strategy itself is the carrier of the business. To determine the appropriate human resource management methods for each strategy (status quo, concentration, expansion, diversification, vertical integration, consolidation and renewal and abandonment of activities), it is necessary to analyze individual HRM functions (planning, job analysis, procurement, selection) , performance monitoring, work motivation, tangible and intangible rewards, education and career management). The analysis of the interaction between the function of human resources management and state-owned enterprises increases the possibility of a more successful implementation of strategies because it shows which methods need to be used in specific strategies.