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A B C D E F G H I J K L M N O P Q R S T U V W X Y Z
An appraisal process by which employees are evaluated by a range of people. This can include management, peers, direct reports, indirect reports, or even customers. The term 360° is used to describe the fact that the evaluation takes place by those around the employee in all directions.
9 Box Grid
These are used to help plot employee performance. The axes can be anything required by the organisation but are typically performance vs. potential. Those in box 9 show the most talent and opportunity for progression while those in box 1 should either be encouraged to move up the grid or be managed out of the organisation.
Absence can account for anytime an employee is not in the workplace or working elsewhere. This could be due to holidays or sickness, amongst other reasons. Organisations should strive to keep sickness absence at low levels to encourage increased productivity.
A plan put together to implement activities that will assist in achieving goals. The action plan process goes from understanding the present situation, to design of actions, right through to implementation and evaluation.
Annual Leave Appraisal
Time off approved by management. Allowance varies between organisations. Typically annual evaluation of performance and achievement of objectives. Objectives set for the following year.
Assessment Centre Behavioural Competency Benchmarking
Extended period of recruitment activities, typically covering one day. Behaviours required for the role that are subject to appraisal and evaluation.
Comparisons made with other organisations, usually within the same industry, or between sectors within the organisation. Especially in the case of an employee survey.
Form of compensation for working within an organisation other than salary or wages. Examples include holidays, pension plan, gym membership, private healthcare, etc.
The ability to perform actions. Dismissal can be made on capability grounds when an employee is incapable of performing their role. This can includeabsence from the organisation.
An organisational strategy to anticipate and manage change for continual organisational development and effectiveness, including planning, design, implementation and evaluation.
Chartered Institute of Personnel and Development. The UK’s leading professional body for HR and development.
Improving job performance through one or a series of conversations with a ‘coach’ or facilitator. The coach encourages the ‘coachee’ to determine their own strategies for improving their job performance.
underlying assumptions. Core Competencies The essential skills.Communication A vital element of all organisations that can take place in many forms. Good communication is essential for an organisation to work effectively. Employee Handbook Employee Survey Sets out the expectations. this would involve the candidate providing evidence of when they have displayed the required competency. attitudes and behaviours shared throughout the organisation or department. Movement to a lower level role. Failing to comply with employment law could result in court proceedings and repercussions for the organisation. Dismissal Cessation of contract of employment due to disciplinary. Employee Engagement An employee’s commitment to. understand and respond to the emotions of self and (EI) Employee Empowerment others. beliefs. An interview conducted by management or HR to determine an employee’s reasons for leaving the organisation and views relating to the organisation on . decision-making and innovation within their role. Employment Law Legislation that governs the employee-employer relationship. Competency Competency-Based Interview A behaviour or skill that is measurable. capability. Employment Contract The terms by which both the employee and the employer should adhere while the employee works at that organisation. breach of contract or redundancy. Questionnaire measuring the current opinion of the employees in relation to organisational issues. sexual orientation. problems can persist. Delegation Demotion Development Disciplinary The assignment of responsibility to another person. Discrimination Unfavourable treatment as the result of sex. etc. These are generally unspoken and unwritten rules that employees work by. disability or other means. guidelines and procedures of the organisation. All employees should be communicated to at every opportunity. Culture The values. Improving the performance of employees. email. such as phone. Procedures vary by organisation. race. The culture is predetermined by the people within the organisation and it is advisable to ensure a ‘culture fit’ when recruiting new employees. Measuring competencies during an interview to ensure the candidate has the required behaviours and skills. Equality Exit Interview Equal and fair treatment for all employees. Enabling employees to take responsibility for thinking. notices. Typically. involvement with and satisfaction for their role and the organisation. Where communication breaks down. knowledge and behaviours that an employee must possess to perform a job effectively. face-to-face. religion. A procedure carried out as the result of breach of the terms of the contract of employment. Emotional Intelligence The ability to identify.
etc. e. Typically from management downwards. Leadership Leadership Development Likert Scale Management and executives skills to lead their teams and organisation.leaving. Esteem. Professional development programs for management and executives to promote organisational development and success. achievement. The department within the organisation responsible for issues relating to the employees. etc. theft. Hierarchy of Needs Maslow’s theory that individuals are motivated by 5 needs in ascending order of importance: 1. Grievance Gross Misconduct Complaint brought forward by an employee relating to another employee. Feedback Communication of views or opinions relating to behaviour. and abilities present within an organisation. praise. HR Human Resources. Used to measure progress towards goals andobjectives. Extrinsic Motivation Motivation for factors external to the individual. The reason why people behave a certain way. The same role shared by at least 2 employees. Job Analysis Break down of a job to understand it’s individual elements and requirements in order to write a job description. Safety. Mediation Mentoring Intervention in an employment dispute usually by an outsourced professional. Typically employees are less motivated by these factors than by intrinsic factors. Health and Safety The responsibility held by the organisation in ensuring that employees’ wellbeing is not at risk. 4. Physiological. A psychometric scale used in surveys and questionnaires to specify level of agreement with a statement. Social. People are motivated by different factors. Negativity Denial. Motivation for factors internal to an individual such as self-satisfaction. Understanding what motivates our employees and acting on it can result in increased levels of productivity and performance. 2. . Job Description Job Satisfaction Job Share A full explanation of the job role requirements and responsibilities. progress. Can be conducted by a number of methods including job shadowing and interviews of current employees. Human Capital Induction Intrinsic Motivation The collective skills. 3. violence.g. Selfactualisation. KPIs Key Performance Indicators. An individual’s contentment or satisfaction with their job. etc. such as money. knowledge. Negative thoughts within the workplace can lead to lack of productivity making it essential to maintain a positive environment. 5. success. Minimum Wage Motivation The lowest possible earnings for employees as set by the Government. who would usually work part time to produce the work of one full time employee. An act in serious breach of the employment contract and possibly the law that could to instant dismissal. The process by which a new employee is introduced to the organisation. One to one passing down of knowledge by a more experienced colleague to support development of a more inexperienced employee. prohibition or refusal.
Performance Development Plan (PDP) Performance Record of ongoing personal development of employees including future goal setting. The opposite of turnover. Objectives Online Hosting Mission. abilities and personalities. purpose or standard to meet within a set timeframe. Transfer of responsibility and management of functions or services by the organisation to an external provider. Promotion Psychometric Test Movement up the organisational hierarchy. the more viable the results. approving or rewarding good performance by employees. Typically pay is increased for this work. A written or oral statement from an employee stating that they plan to leave the organisation. Performance Management Measuring. Remuneration Resignation Money paid or a benefit given to an employee in return for their services. Employee surveys hosted online with employees using log in details to access their survey. psychometric tests. developing and evaluating the performance of employees within the organisation. assessment centres and presentations. Open Door Policy Every manager’s door is open to employees. Tests used to measure a range of aptitudes. Bringing individuals who possess the relevant skills. from top management down. Allows complete anonymity and ease of completion.Negotiation Networking Discussions leading to mutual gain. Typically used in recruitment and selection to ensure job and organisational fit. Management are accessible and open to all employees. Establishing a mutually beneficial relationship with other business professionals. Organisational Commitment Organisational Hierarchy Outsourcing A desire to belong to the organisation. Recognition Recruitment and Selection Acknowledging. As above but focussing specifically on how improvement can be made and Improvement Plan (PIP) what improvement has been made. abilities and personality into the organisation. the percentage of employees responding to the employee survey from the total number of employees invited to complete the survey. Represents the structure of the organisation made up of layers of responsibility. to ensure organisational and individual objectives are effectively achieved. Retention The ability of an organisation to keep a high hold of its employees. Redundancy A process whereby employees are dismissed as a result of closure of the business or workplace or a reduced need for employees. The higher the response rate. identification with the goals andvalues. Response Rate In employee survey terms. Return on Investment A measure of the profit gained from an investment compared to the cost of the . A number of methods can be used including interviews. Overtime Work done over and above the contractual hours. and a willingness to display effort on behalf of the organisation.
typically unpaid and for a prolonged duration. in which an employee takes time away from their career. Turnover The ratio of employees that had to be replaced during a certain period to the average number of employees. managing. achievable. assessing. Can be applied on an organisational or departmental level. whereby the employee or organisation believes the other party has breached laws of employment. Specific. measurable. A good work-life balance will lead to increased wellbeing and. Succession Planning Identification of high achieving employees who show potential for future management roles and plans for how these employees will be developed to move into these roles.(ROI) Rewards investment itself. All objectives should be smart to ensure that they can be achieved. and retaining key talent within the organisation. and time bound. A balance is achieved when an employee’s right to a fulfilled life inside and outside of work is respected to the mutual benefit of the employee and the organisation. Strategy A plan setting out long term goals and objectives and how these can be achieved. . Tribunal A law court that hears and settles industrial disputes. Temps People employed on a temporary basis to assist with increased workloads or fill the roles of absent employees. Work/Life Balance The balance between home and work life. Acknowledgment of good performance with the provision of benefits over and above those set out in the contract of employment. possibly as a result. Values Important and enduring beliefs or ideals held by the organisation that typically predict the working culture. developing. relevant. SMART Objectives An acronym used to describe how objectives should be set. Talent Management Recruiting. Suspension A period of time during which an employee is temporarily dismissed from the organisation while a disciplinary investigation is carried out. improved productivity and performance. Sabbatical Leave of absence from the organisation.
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