In the current competitive context marked by constant socioeconomic changes and technological innovations, there is a demand for a new way of operating Human Resources (HR) in organizations. The Human Resources (ARH) area can assume a more significant role by adding more value to the company, executing the strategy with administrative efficiency, managing employee contributions, and also participating in the management of cultural change. In this sense, this work interviewed 7 leaders from company X, a medium-sized family company that has been operating in the jewelry retail sector for 26 years, with the aim of verifying whether, in the perception of these leaders, the company s human resources area fits into the model of different roles adopted by Ulrich (1998): strategic partner, management expert, employee advocate, and change agent. According to the leaders perception, the current model acts in all four roles, although the average score of 144.71 indicates a perception below the desired 160 points, proposed as excellent according to Ulrich (1998).