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23 Cards in this Set
- Front
- Back
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A measurement framework that helps managers translate strategic goals into operational objectives |
Balanced scorecard (BSC) |
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the process of measuring one's own services and practices against the recognized leaders in order to identify areas for improvement. |
Benchmarking |
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Integrated knowledge sets within an organization that distinguish it from its competitors and deliver value to customers. |
Core capabilities |
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The strong and enduring beliefs and principles that the company uses as a foundation for its decisions. |
Core values |
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audits of the culture and quality of work life in an organization. |
Cultural audits |
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Systematic monitoring of the major external forces influencing the organization. |
Environmental scanning |
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the process of evaluating the availability of critical talent in a company and comparing it to the firm's supply. |
Human capital readiness |
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The process of anticipating and providing for the movement of people into, within, and out of an organization. |
Human resources planning (HRP) |
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The opinions (judgments) of supervisors, department managers, experts, or others knowledgeable about the organization's future employment needs |
Management forecasts |
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The method for tracing the pattern of employee movements through various jobs. |
Markov analysis |
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The basic purpose of the organization as well as its scope of operations. |
Mission |
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The capacity of the organization to act and change in pursuit of sustainable competitive advantage. |
Organizational capability |
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A metric designed to measure how well new hires that fill positions are performing on the job |
Quality of fill |
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Listings of current jobholders and people who are potential replacements if an opening occurs |
Replacement charts |
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File of personnel education, experience, interests, skills, and so on that allow managers to quickly math job openings with employee backgrounds. |
Skill inventories |
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Graphic representations of all organizational jobs, along with the numbers of employees currently occupying those jobs and future (monthly or yearly) employment requirements.
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Staffing tables |
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Procedures for making decisions about the organization's long-term goals and strategies. |
Strategic planning |
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A statement about where the company is going and what it can become in the future; clarifies the long-term direction of the company and its strategic intent. |
Strategic vision |
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The process of identifying, developing, and tracking key individuals for executive positions. |
Succession planning |
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A comparison of strengths, weaknesses, opportunities, and threats for strategy formulation purposes. |
Swot analysis |
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A quantitative approach to forecasting labor demand based on an organizational index such as sales.
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Trend analysis |
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What the firm adds to a product or service by virtue of making it; the amount of benefits provided by the product or service once the costs of making it are subtracted. |
Value creation |
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The process of outlining the behaviors that exemplify a firm's corporate culture and then hiring people who are a fit for them. |
Values-based hiring |
