Term
|
Definition
| Talent-focused activities to execute short- and long- term business objectives: workforce planning; critical workforce segments (CWS) identification and planning; sourcing and recruitment; on-boarding, orientation, and assimilation; staffing; competency model development; retention; flexible work arrangements; virtual work programs; performance management; workforce transition; and career and succession planning. |
|
|
Term
|
Definition
| Activities in support of employee development including enterprise learning strategy; leadership and management development; learning program design, curricula, content, and courseware design; learning management systems and learning technologies; and knowledge strategies |
|
|
Term
| Change Management/Transformation |
|
Definition
Activities focused on the people implications of major business events, including pre- and post-mergers and acquisitions; corporate restructuring; sourcing and outsourcing readiness; regulatory and compliance initiatives; adoption of new business processes and
technologies; and introduction of new products and services. |
|
|
Term
|
Definition
| Activities in support of business initiatives that focus on developing organization and team structures; decision-making; culture, values, and behaviors; and job design. |
|
|
Term
| Employee Rewards and Benefits |
|
Definition
Activities that align employee and executive reward programs with the overall business objectives of the company in order to attract, motivate and retain a workforce that will execute the business strategies of the company. (e.g., Compensation, benefits, and other
employee reward programs, as well as the administration of those plans and programs, should be reviewed from the perspective of their impact on business plans and strategies, employees and tax efficiency).
|
|
|
Term
| Governance, Risk, and Compliance |
|
Definition
| Activities to proactively manage the people-related aspects of risk, regulations, security, compliance, and ethics; inputs to board and senior executive selection and effectiveness. |
|
|
Term
|
Definition
| Activities focused on the roadmap for a HR strategy and the corresponding activities (HR service delivery and technology; administration of payroll, benefits, core HR processes, and management of HR portals, management of safety, grievances, and incident reporting; and coordination of provision of third-party HR services) in executing. |
|
|
Term
|
Definition
| Critical Workforce Segments (e.g. sales, marketing, R&D) |
|
|
Term
|
Definition
Workforce Planning: analyses used to identify the
talent acquisition, development, and retention objectives for each CWS |
|
|
Term
|
Definition
| Employee Value Proposition: used to align the business strategy, talent objectives, and talent management program designs |
|
|
Term
|
Definition
| Mass Career Customization: a modern way of integrating talent assessment and development in a flexible way that includes an employee's work and home life priorities |
|
|
Term
|
Definition
| Customer Relationship Management: a model for managing a company’s interactions with current and future customers. It involves using technology to organize, automate, and synchronize sales, marketing, customer service, and technical support. |
|
|
Term
|
Definition
| a set of techniques and tools for process improvement |
|
|
Term
| Enterprise Cost Reduction |
|
Definition
| incorporates a scalable and sustainable approach to creating value through transformational cost reduction opportunities. It is a strategic imperative that requires both vision and operational discipline, with a value-oriented mindset and a bias for execution |
|
|
Term
|
Definition
| a measurable degree of an employee's positive or negative emotional attachment to their job, colleagues and organization that profoundly influences their willingness to learn and perform at work |
|
|
Term
|
Definition
| refers to the provision of a service by one part of an organization or group where that service had previously been found in more than one part of the organization or group. Thus the funding and resourcing of the service is shared and the providing department effectively becomes an internal service provider. |
|
|
Term
|
Definition
| Key (Human Capital) Performance Indicators: can use to assess impact on financial results and performance |
|
|
Term
|
Definition
a special contractual clause typically included in employment contracts by financial firms. The aim of the clause is to secure an option for an employer to limit bonuses in case of catastrophic shifts in business, such as the financial crisis of 2007–2010.
The term clawbacks or claw backs can also be used to refer to any money or benefits that have been given out but need to returned due to special circumstances, which are mentioned in a contract. |
|
|
Term
|
Definition
| Service-Level Agreement: part of a service contract where a service is formally defined. In practice, the term SLA is sometimes used to refer to the contracted delivery time (of the service or performance). As an example, Internet service providers and telcos will commonly include service level agreements within the terms of their contracts with customers to define the level(s) of service being sold in plain language terms. In this case the SLA will typically have a technical definition in terms of mean time between failures (MTBF), mean time to repair or mean time to recovery (MTTR); various data rates; throughput; jitter; or similar measurable details. |
|
|
Term
|
Definition
| Performance Management Office: a group or department within a business, agency or enterprise that defines and maintains standards for project management within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects. The PMO is the source of documentation, guidance and metrics on the practice of project management and execution. In some organisations this is known as the Program Management Office (sometimes abbreviated to PgMO to differentiate); the subtle difference is that program management relates to governing the management of several related projects. |
|
|
Term
|
Definition
| help companies to organize their decision making and execution by setting clear roles and accountabilities and by giving all those involved a sense of ownership of decisions: when to provide input, who should follow through and what is beyond their scope. Clear decision rights allow companies to cut through the complexity often clouding today's global structures by ensuring that critical decisions are made promptly and well and result in effective actions. |
|
|
Term
| Strategic Change & Communications |
|
Definition
Employee engagement, organization culture, change management, leadership alignment, targeted communication plans |
|
|
Term
|
Definition
Advise, design and implement integrated systems |
|
|
Term
| Risk and Regulatory Adoption |
|
Definition
Proactive management of ethical decision making and security |
|
|
Term
|
Definition
Tracking outcomes through sophisticated statistical analysis |
|
|
Term
|
Definition
Title, task variety and scope of an employees does at work. Smart job design supports and reflects organizational strategy. |
|
|
Term
|
Definition
•People refer to the demographics, abilities and skills of the employees. This includes their attitudes about work, life and risk, how they determine leadership and the personal and professional interests.
•Company architecture and structure is therefore about the links, relationships and mechanisms between individuals and groups of individuals.
•Company routines are part of the activities that carried out repeatedly on a day-to-day basis. Routines are critical for a company’s well being since they define the overall response of the company to daily business.
•Company culture is about the values of individuals and the beliefs they have. It is a difficult topic to assess quantatively and may differ across the organization Culture also has a strong historical and departmental/regional/national background and therefore may be generational in nature as well.
|
|
|
