CHRA (Set A)

A performance appraisal method where people around the employee may provide ratings such as managers, supervisors, subordinates, peers, team members, and internal or external customers.

Performance appraisal where assessors selects the best and worst employees based on certain trait / criterion and rank them accordingly

Combines elements of traditional rating scales and critical incident methods. Using a defined set of performance dimensions by comparing their behaviours with specific behaviour examples that anchor each performance level

Requires keeping written records of highly favourable and unfavourable employee work actions

The rater writes a brief narrative describing the employee's performance. his method focus on extreme behavior rather than routine performance

A performance appraisal method that uses predetermined percentage of employee are rated at various levels of performance

The rater ranks all employees from a group in order of overall performance

A performance appraisal method that allows to rate employees according to defined factors

Performance appraisal method that is used when subordinates or employees provide anonymous feedback on their supervisor's performance

Performance appraisal technique that compares each employees performance to predetermined standard or expected level of output

Designed to measure an individual's knowledge, skills, or competencies in specific areas that are relevant to their job performance

A psychological test, hypothetical scenarios and respondents are asked to choose the most appropriate action or decision from a set of options

Measures the candidate's ability to solve problems and think critically

Test to evaluate personality traits, characteristics, and preference of job applicants. Aims to predict how well an individual might fit into a specific role based on their personality profile

To thoroughly assess candidates for employment beyond the traditional interview process. Aims to gather comprehensive insights into candidates skill's competencies, experiences, and potential contributions to the organisation

A formal discussion between an employee and his/her manager regarding performance and other aspects of job role

A semi-structured interview where the candidates have to give detailed information about their educational qualifications, work experience, special interests, skills, aptitude, etc.

conducted for employees who what to leave the organization. To ascertain the reasons behind leaving the job.

Candidates will be aware about the dates and timings of the interview well in advance and the interviewer plans and prepares the questions for the interview

Interview will be stable without any written communication and can be arranged at any place

Conducted to ascertain how a candidate would react during the time of stress and cope up with problems

The interview is planned, designed, and detailed in advance. Pre-planned, precise, and reliable in hiring the candidates

Unexpected; Interview questionnaires is not prepared. Interviewers are not well prepared regarding th questions that are to be asked and in obtaining accurate answers

A formalised program combining on-the-job training (OJT) with classroom instruction

A superior gives training to a subordinate as his understudy like an assistant to a manager or director

Designed to assess a candidate's adaptive thinking, problem solving, judgement, administrative abilities, planning, organizing, delegating, and integrative skills while dealing with memos, emails, requests, messages, handwritten notes, and other items while under pressure

A structured training method suitable for jobs with clear and logical sequences of steps. Breaking down tasks into smaller components, teaching steps sequentially and ensuring the trainee can perform each task correctly before moving on. Most effective for quickly teaching specific job skills and procedures

Employees are provided with condensed or abbreviated version of job tasks or responsibilities to learn and practice.

Psychological techniques in which intensive group discussion and interaction are used to increase individual awareness of self and others.

Creating a simulated work environment for employees to practice job related tasks and skills

External Recruitment Educational institutions such as colleges and universities make provision or information to the students regarding employment opportunities

Process of identifying and filling job vacancies within an organization from its existing workforce

Posting job openings on the organization's internal network or intranet.

When employees are incorrectly rated near the average or middle of a scale

When manager generalizes one positive performance feature or incident to all aspects of employee performance, resulting in a higher rating

Primary responsibility is to design, implement, and manage the organisation's compensation and benefits program

An HR employee who typically report to an HR manager or director. They handle daily core HR functions, such as recruitment, employee relations, compensation and compliance

Conducts in-depth research about occupations and job description. Focus on worker classification systems while studying the effects of industry and occupational trends upon worker relationships

responsible for finding an hiring qualified candidates

The one sourcing and screening candidates that best fit organization's goals. They establish criteria, understand recruiting needs and finding the right candidates.

Specializes in planing, implementing, and evaluating training programs for employees

Centralised HR units managing HR strategy and policy across the organization

HR units integrated into specific departments to provide localized HR support

An investigation being carried out to check potential employee's background, based on criteria such as education, criminal records, past work experiences. To verify if the information provided by the candidate is true or not

Comparing job roles and responsibilities within an organization or across different organizations to determine the relative value and pay structure for similar jobs in the job market.

Additional monetary rewards

An in-depth descriptions (5 to 30 pages) of experiences of the organization Allows trainees to see the experiences of managers in a short period of time.

Someone who performs tasks for an organization without being formally hired as permanent employee

Defining the skill and knowledge requirements of a job. It is a collection of competencies that define the skills and abilities that enable successful job performance

A set of non-wage compensations provided to employees in addition to their regular wages or salaries.

A formal approach to ensure that people with the proper qualifications and experiences are available when needed

Process of improving employee's existing competencies and skills and developing newer ones to support the organization's goals

Level of commitment workers make to their employer, seen in their willingness to stay at the organization and to go beyond the call of duty

A management structure where employees are grouped simultaneously by two different operational dimensions. Employees report to both a functional manager (based on expertise or specialization) and a project manager (based on specific project they are working on)

Process of introducing new hires to their jobs, co-workers, responsibilities, and workplace

Process of hiring new capitals through the references of the employees

Process by which the organization chose individuals from a pool of job applicants to fill job vacancies. Identifying and hiring candidate who are most likely to succeed in the job and contribute effectively to the organization's goals

Process of Assessing of applicants or current employees through various types of tests and assessment

Firms that assist employers in finding suitable candidate for job openings

A government entity, where the details of the job seekers are deposited and given to the employers to fill the vacant positions equal

An organization that is responsible for the of federal laws that prohibit organizations from discriminating against employees

Economic value of a worker's experience and skills. Includes assents like education, training intelligence, skills, health, loyalty and punctuality

Continuous process of systematic planning to achieve optimum use of an organization's most valuable asset-quality employee. To avoid manpower shortage or surpluses

Process of predicting how an organization staffing needs change with time. Ensures a company will have the right number of employees on staff.

Involves coordinating, managing, and allocating human capital, or employees in ways that move an organization's goals forward. Focuses on investing in employees ensuring their safety, and managing all aspects of staffing from hiring to compensation and development Induction

The process of receiving and welcoming of the employees, after they have been selected and providing them the required training needed to settle down adequately Interviews

To determine the duties o the positions and the characteristics of the people to hire them.

Monetary and non-monetary benefits offered to employees in exchange for their work.

Broader environment o conditions in which a job is performed. Physical environment, organizational culture, relationship with coworkers and supervisors, tools and equipment used, and any other relevant contextual information.

written statement that outlines the duties, responsibilities, tasks, and requirements of a particular job. Includes job title, job summary, essential functions, qualification and reporting relationships.

Expanding a job's scope by adding more tasks or responsibilities of a similar level of complexity to enhance satisfaction and skill development

Redesigning jobs to incorporate higher levels of responsibility, autonomy, decision-making authority, and complexity. To enhance intrinsic motivation and satisfaction to provide opportunity of growth, challenge and achievement with their current roles.

Practice of publishing and displaying advertisement of an open job to employees

Moving employees through a variety of positions within a organisation or department

A statement that outlines the qualifications, skills, knowledge, abilities, and personal attributes required to perform a specific job effectively

The rules, regulations, and ethical standards that organizations must adhere to when recruiting and selecting employees to ensure fairness, equality and compliance

Giving undeserved high ratings to employee

Used to assess managerial potential or leadership qualities in individuals. Typically involves a series of simulations, exercises, and interviews designed to evaluate skills such as leadership, decision-making, communication, and problem-solving in a controlled setting

Act of hiring an external firm to handle part or all of your human resource needs instead of relying on a dedicated internal HR department or employee

Process of moving a new hire from applicant to employee status, ensuring that paperwork is done and orientation is completed

Temporary team, often consisting if people from different areas or function that works on real projects

Mechanism used to organize, motivate, and reward, employees for their contributions, efforts, achievements, and behaviour that align with organizational goals and values

Process of identifying attracting, interviewing, selecting, hiring and on boarding employees

Process of evaluating job applications scanning resumes, and selecting suitable candidates that match with the job description

Structured databases or systems to catalog and manage information about skills, competencies,qualifications, ad experiences of their employees

Occurs when managers allow individual differences to affect the ratings they give

Being unduly critical of employee's work performance

The goal-oriented ad integrated process of planning, recruiting, managing and compensating employees

A systematic process to assess and evaluate the job performance of employee. Involves gathering and analyzing information about employees' performance, accomplishments, strengths, weaknesses, and area for improvement

Continuous process of setting objectives, assessing progress and providing feedback to employees

Advancement of the employee by evaluating their job performance. the process of sifting an employee from a lower position to a higher position with more responsibilities, remuneration, facilities and status

Fixed amount of money paid to an employee for performing a job role over a specific period; monthly or annual basis

The process of hiring eligible candidates for specific positions

Proactive process of identifying and developing potential future leaders or key employees within an organization to fill key roles when they become vacant. Primary goal is to ensure smooth transition of leadership and critical position minimising disruptions and maintaining stability

Process of teaching specific skills and knowledge to employees to improve their performance in current roles. Structured programs, workshops,, seminars, or on-the-job training aimed at developing technical, operational, or job specific competencies

Process of equipping employees with the knowledge, skills, and competencies required to perform their job affectively and to contribute to organizational success

Process of interchanging from one job to another without any change in the designation and responsibilities. Shifting employees from one department to another or from one location to another depending upon the requirement of the position

Individual trained to take over the responsibilities of a specific position if the current job holder is unable to perform their duties (Due to illness, promotion, or vacation)

To assess how employees spend their time on various tasks

Comparative Methods

Comprehensive Assessments

Recruitment and Selection

Standard-Based Evaluation

Succession Planning

Multi-rater Feedback

Written Records

Predefined Percentage Ratings

Exit Interview

Manpower Planning

Centralized HR

Employee Testing and Assessment

Critical Incident and Traditional Scales

Internal Recruitment

On-the-Job Training (OJT)

Induction Process

Relative Ranking

Compensation Systems

External Recruitment

Career Progression

Non-wage Benefits

Subordinate Feedback

Job Redesign

Employee Value

Temporary Project Teams

Structured Training Programs

HR Employee Responsibilities

Job Analysis

Job Rotation

Job Description

Decentralized HR

Employee Development

Performance Management Systems

Structured Feedback Mechanisms

Psychological Tests

Personality Assessments

Structured Interviews