| Candidate
Evaluation |
The
ability to differentiate the suitability of particular
individuals for specific roles. |
| Competencies |
An
individuals basic characteristics which can be measured to
define performance. |
| Contingency
Planning |
Making
sure that a plan is in place for unexpected events. |
| Core
Competencies |
The
list of competencies which are central to an organization and
usually against which all staff are quantified. |
| Corporate
Succession |
The
process of identifying future leaders of an organization. |
| Gap
Analysis |
Measuring
candidates against a specific role and understanding where they
fall short or exceed certain required competencies. |
| Human
Resources Information System (HRIS) |
An
integrated software solution designed to provide information for
HR decision making. |
| Human
Resource Strategy |
The
central objective aim for an organization in terms of their
personnel. |
| Job
Matching |
Finding
roles for which an individual would be suitable either now or
after training in certain areas. |
| Job
Profile |
The
set of competency scores for an individual. |
| Leadership
Competencies |
Those
competencies identified as essential for current and future
leaders of an organization. |
| Leadership
Development |
Making
sure that senior managers continue to grow in terms of career
development. |
| Succession
Planning |
The
process of identifying a plan for the considered replacement of
key employees. |
| Talent
Management |
The
overall practice of ensuring staff are content and improving
over time with particular emphasis on senior managers. |
| Total
Quality Management |
A
continuous process of improvement. |
| Workforce
Management |
Making
sure the overall workforce is operating as required. |
| Workforce
Planning |
Looking
ahead to make sure that the right people are in the right place
at the right time. |
