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Human Resource Management (HRM) is a set of management practices aimed at improving cross-functional communication, while enforcing the company's organisational structure. We note that competences have been at the heart of HR for some years now. This is in order to satisfy the customer as much as possible and thus to build loyalty. In order to do this, companies rely on human capital as well as on management and leadership. The aim of this work is to identify the impact of certain HR practices on the process of building types of management. How do managers react when they have to use certain HR practices in their work? Does participating in or leading a recruitment process cause the head of department to change or adopt a new way of interacting with his or her staff or the candidates in front of him or her? Does the same apply to mid-year or end-of-year appraisals or to staff training?