Discussions and demands for value-added HR activities are not new. Value adding factors such as creatively and sustainably obtaining employees and generating their loyalty, positive positioning of the employer, qualified managers, active support of change management projects and targeted, effective support for the company’s management are also included. The prerequisite for this is a close involvement of HR in the further development and strategic direction of the company as well as the interaction of personnel managers as sparring partners of management. Reality shows often another picture, or two sides. HR managers expect intense involvement, want to participate in a timely exchange with business leaders and decision-makers; however, many act mainly in an administrative capacity and are thus not involved in significant interactions. The reason for this often lies in the people themselves, since they feel at ease in the administrative function and have “made themselves comfortable” accordingly. Creative input, the confrontation with changing markets, the needs of employees and executives and the fact of qualifying as sparring partners for the “very top” are not on their agenda. Because this also means dealing with company-specific topics, being familiar with processes, showing themselves consistent, straightforward, at all events highly capable in discussion, and sometimes combative if the need arises. Being highly adaptable, friendly and having a sympathetic demeanour cannot be expected to achieve strong and enduring acceptance with corporate management. Conversely, nor can a company expect active and strong support by HR managers if HR is not correspondingly positioned in the company by management. There are still executives who see HR as an administrative unit, as an implementer of corporate decisions that have already been taken. Prospective integration? Wrong! This means that many human resources departments remain where they are, namely an administrative, personnel-focused part in the company with no real standing and awareness. And the commonly prevailing opinion “what do they do, anyway?” or “what they do, we can do as well, we don’t need them”, will become permanent and further entrenched. Conclusion: today, an administratively well-run HR area is no longer sufficient; awareness is absent, as is proactive involvement in corporate decisions. Value here also means appreciation, specifically by executives and decision-makers. HR managers should assess objectively and honestly where they currently stand personally and where they want to be in the future. Do my work and vision fit into the direction the company is moving? Do I actually fit into the company? On the other side, business leaders should honestly ask themselves where their HR area is today, whether it must or should stay as it is or change and develop if necessary?! In order to place HR in an efficient, recognised and strong position in future, not only is a rethink needed in many places, but also implementation, where this has not already been done. And this is true of both sides. Current Topics of HR in the life sciences and healthcare industries will be discussed during a one-day conference on 18 February 2016 at Frankfurt School.