Recruitment
refers to the process of attracting, screening, and selecting qualified people for a job.
For some components of the recruitment process, mid- and large-size organizations often
retain professional recruiters or outsource some of the process to recruitment agencies.
A performance appraisal, employee appraisal, performance review, or (career) development
discussion[1] is a method by which the job performance of an employee is evaluated (generally in
terms of quality, quantity, cost, and time) typically by the corresponding manager or supervisor.[2] A
performance appraisal is a part of guiding and managing career development. It is the process of
obtaining, analyzing, and recording information about the relative worth of an employee to the
organization. Performance appraisal is an analysis of an employee's recent successes and failures,
personal strengths and weaknesses, and suitability for promotion or further training. It is also the
judgement of an employee's performance in a job based on considerations other
than productivity alone.
A salary is a form of periodic payment from an employer to an employee, which may be specified in
an employment contract. It is contrasted with piece wages, where each job, hour or other unit is paid
separately, rather than on a periodic basis.
HR Auditing
Human Resource Audit is a systematic assessment of the strengths, limitations, and developmental
needs of its existing human resources in the context of organizational performance – (Flamholtz,
1987)
Human Resources Development (HRD) is a framework for the expansion of human capital within an
organisation. Human Resources Development is a combination of Training and Education that
ensures the continual improvement and growth of both the individual and the organisation. Adam
Smith states, “The capacities of individuals depended on their access to education”. (Kelly, 2001).
Succession planning is a process for identifying and developing internal people with the potential to
fill key leadership positions in the company. Succession planning increases the availability of
experienced and capable employees that are prepared to assume these roles as they become
available. Taken narrowly, "replacement planning" for key roles is the heart of succession planning.
Effective succession or talent-pool management concerns itself with building a series of feeder groups
up and down the entire leadership pipeline or progression (Charan, Drotter, Noel, 2001). In
contrast, replacement planning is focused narrowly on identifying specific back-up candidates for
given senior management positions. For the most part position-driven replacement planning (often
referred to as the "truck scenario") is a forecast, which research indicates does not have substantial
impact on outcomes.
Selection is the process of picking individuals with requisite qualification and competence to fill jobs
in organization
Training refers to the acquisition of knowledge, skills, and competencies as a result of the teaching
of vocational or practical skills and knowledge that relate to specific useful competencies. It forms the
core of apprenticeships and provides the backbone of content at institutes of technology (also known
as technical colleges or polytechnics). In addition to the basic training required for
a trade, occupation or profession, observers of the labor-market[who?] recognize today the need to
continue training beyond initial qualifications: to maintain, upgrade and update skills
throughout working life. People within many professions and occupations may refer to this sort of
training as professional development.
360-degree feedback, also known as multi-rater feedback, multisource feedback, or multisource
assessment, is feedback that comes from all around an employee. "360" refers to the 360 degrees in
a circle, with an individual figuratively in the center of the circle. Feedback is provided by
subordinates, peers, and supervisors. It also includes a self-assessment and, in some cases,
feedback from external sources such as customers and suppliers or other interested stakeholders. It
may be contrasted with "upward feedback," where managers are given feedback by their direct
reports, or a "traditional performance appraisal," where the employees are most often reviewed only
by their managers
OTJ training Employee training at the place of work while he or she is doing the actual job. Usually
a professional trainer (or sometimes an experienced employee) serves as the course instructor
using hands-on training often supported byformal classroom training. See also off the job training.
Compensation is the total amount of the monetary and non-monetary pay provided to an employee
by an employer in return for work performed as required.