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HRM
Practices, policies and systems that shape employee behaviour, attitudes and performance.
Human Capital
Employee’s knowledge, abilities, experience, judgment, insights and relationships.
Employee experience
How employee perceive their interactions with the employer and the company throughout the journey, from recruitment and onboarding to everyday work, growth and departure.
Employee engagement
Employee involvement in work and commitment to job and organization.
Strategic HRM
Coordinating people practices with long-term organizational goals.
Job Analysis
Identifying the tasks and requirements of a job : systematic process of collecting and analyzing information about a job, including tasks, duties, responsabilities, skills to perform it …
Job Design
Structuring tasks and responsabilities withing a job.
Workforce planning
Anticipating the number and skills of employees required, anticipating future HR staffing needs : making sure you have the right number of people, the right skills at the right place and at the right time.
Recruitment
Attracting applicants and getting the right people interested. Marketing for people.
Selection
Choosing candidates.
Training
Building skills for current tasks : immediate performance.
Development
Preparing capabilities for future roles and bigger responsabilties. Long-term performance.
Performance management
Aligning and assessing employees’work with organizational goals.
HR analystics
Collecting and analyzing workforce data to inform HR decisions.
Talent Management
Overall strategy for attracting, engaging, developing and retaining the people , an organization needs to meet its goals.
Evidence-based HRM
Using credible evidence from several sources to make HR decisions.
Ethics
Principles used to judge right and wrong.
Labour force participation
Share of the working-age population employed or unemployed and seeking work.
Knowledge workers
Employees whose work relies primarily on specialized knowledge.
HRIS
Information system used to manage workfroce data.