2nd part ppl

• Balanced scorecard


  Performance management tool that depicts an organization's overall performance, as measured against goals, lagging indicators, and leading indicators
• Strategy


  Plan of action for accomplishing an organization's overall and long-range goals
• Strategic planning


  Process of setting goals and designing a path toward a competitive position
• Strategic management


  System of actions that leaders take to drive an organization toward its goals and objectives
• Systems thinking


  Process for understanding how seemingly independent units within a larger entity interact with and influence one another
• Environmental scanning


  Process that involves a systematic survey and interpretation of relevant data to identify external opportunities and threats and to assess how these factors affect the organization currently and how they are likely to affect the organization in the future
• PESTLE analysis


  Scanning process that searches for environmental forces in political, economic, social, technological, legal, and environmental categories
• SWOT analysis


  Method for assessment of an organization's strategic capabilities through use of the environmental scanning process, by which internal and external factors affecting achievement of organizational goals are identified and considered
• Mission statement


  Concise outline of an organization's strategy, specifying the activities the organization intends to pursue and the course its management has charted for the future
• Vision statement


  Description of what an organization hopes to attain and accomplish in the future, which guides it toward that defined direction
• Organizational values


  Beliefs and principles defined by an organization to direct and govern its employees' behavior
• Value drivers


  Actions, processes, or results that are needed to deliver a desired value
• Leading indicator


  Type of metric describing an activity that can change future performance and predict success in the achievement of strategic goals
• Lagging indicator


  Type of metric describing an activity or change in performance that has already occurred
• Benchmarking


  Process by which an organization identifies performance gaps and sets goals for performance improvement by comparing its data, performance levels, and/or processes against those of other organizations
• Strategic fit


  State in which an organization's strategy is consistent with its external opportunities and circumstances and its internal structure, resources, and capabilities
• Key performance indicators (KPIs)


  Quantifiable measures of performance used to gauge progress toward strategic objectives or agreed standards of performance
• Staffing


  HR function that acts on the organizational human capital needs identified through workforce planning and attempts to provide an adequate supply of qualified individuals to complete the body of work necessary for the organization's financial success
• Employment branding


  Process of positioning an organization as an "employer of choice" in the labor market
• Employee value proposition (EVP)

  Employees' perceived value of the total rewards and tangible and intangible benefits they receive from the organization as part of employment, which drives unique and compelling organizational strategies for talent acquisition, retention, and engagement
• Job description


  Document that describes a job and its essential functions and requirements (including tasks, knowledge, skills, abilities, responsibilities, and reporting structure)
• Competencies


  Clusters of highly interrelated attributes, including knowledge, skills, and abilities (KSAs), that give rise to the behaviors needed to perform a given job effectively
• Job specifications


  Written statements of the minimum qualifications for the job incumbent
• Essential functions


  Primary job duties that a qualified individual must be able to perform, either with or without accommodation
• Reasonable accommodation


  Modifying a job application process, a work environment, or the circumstances under which a job is performed to enable a qualified individual with a disability to be considered for the job and perform its essential functions
• Job analysis


  Process of systematically studying a job in order to identify the activities/tasks and responsibilities it includes, the personal qualifications necessary to perform it, and the conditions under which it is performed
• Sourcing


  Process by which an organization generates a pool of qualified job applicants
• Recruitment


  Process by which an organization seeks out candidates and encourages them to apply for job openings
• Head count


  Number of people on an organization's payroll at a particular moment in time
• Selection


  Process of evaluating the most suitable candidates for a position
• Selection screening


  Analyzing candidates' application forms, curricula vitae, and résumés to locate the most-qualified candidates for an open job
• Applicant tracking system (ATS)


  Software application that automates organizations' management of the recruiting process (such as accepting application materials, screening applicants, etc.)
• Selection interviews


  Interviews designed to probe areas of interest to the interviewer in order to determine how well a job candidate meets the needs of the organization
• Orientation


  Process by which new employees become familiar with the organization and with their specific department, coworkers, and job
• Onboarding


  Process of assimilating new employees into an organization through orientation programs and their experiences in their first months of employment
• Employee engagement


  Employees' emotional commitment to an organization, demonstrated by their willingness to put in discretionary effort to promote the organization's effective functioning
• Well-being


  Physical, psychological, and social aspects of employee health
• Retention


  Ability of an organization to keep its employees
• Employee surveys


  Instruments that collect and assess information on employee engagement, satisfaction, and perceptions surrounding the work environment
• Stay interviews


  Structured conversations with employees for the purpose of determining which aspects of a job encourage employee retention or may be improved to do so