Long ago MDT was all about patients and customers and everyone lined up to support that. Then they started to get functional leaders who thought their functions were more important than the mission.
HR used to be a support function with a generalist per dept or function that knew people, helped hire, fire, promote, set pay..... then HR decided they were too important to work that way and needed to specialize to be more efficient., so they pulled all the features apart and created leaders for each.
Now you have, maybe, a generalist who might know you but they are spread across many teams.
You also have recruiters, who are called "talent acquisition" with all their own rules.
You have job leveling experts who review individuals against the job family rubrics to decide if they agree someone can be promoted.
You have compensation experts who decided what people can be paid.
You have "human capital insights" who run the global voices survey.
You have the Org design experts who know how you should be structured, spans and layers and such.
You have data teams, HR systems teams, who hold all the info.
You have pay disparity teams that go through your organization and send you a mandate to change someones pay to make things more fair (though never with any incremental funding to implement, you need to find it in your own cost center)
And you of course have D&I considerations.
As a manager, this has made work so much more complicated and difficult, but its done in the name of excellence in HR?
Now you see it repeating in Operations, etc...... All at the expense of the mission, patients and customers.