Human Resources - BOH4M Training Management

A set of activities designed to familiarize new employees with their jobs, coworkers, and key aspects of the organization.

A job design technique in which employees are moved between two or more jobs in a planned manner. The objective is to expose the employees to different experiences and wider variety of skills to enhance job satisfaction and to cross-train them.

A type of on-the-job training where an experienced employee guides a less experienced employee.

A type of on-the-job training where a more experienced employee serves as a role model for a less experienced employee.

A set of activities that provides the opportunity to acquire and improve job-related skills.

A process that helps employees develop their skills and knowledge, often through a combination of practical exercises, demonstrations, and feedback.

A long-term relationship where a more experienced individual (mentor) provides guidance, support, and advice to a less experienced individual (mentee). It focuses on career development and personal growth.

Training programs that occur outside the regular work environment, allowing employees to acquire new knowledge and skills in a dedicated setting.

A formal evaluation of an employee's job performance, typically conducted by a manager or supervisor.

A type of performance appraisal that uses a scale or checklist to rate employee performance on specific traits or characteristics.

A performance appraisal method that defines specific behaviors that represent different levels of performance. These behaviors form a scale that is used to evaluate performance.

A performance appraisal method that focuses on recording and evaluating specific examples of positive or negative performance behaviors.

This method compares one employee's performance with that of another. Different techniques can be used, like ranking or pairing.

An appraisal process where colleagues evaluate each other's performance. Used to gain different perspectives.

Employees provide feedback on their supervisor's performance.

Performance feedback is collected from various sources, such as superiors, subordinates, peers, and even internal and external customers.

Appraisal methods where employees receive feedback from multiple sources, including superiors, peers, and subordinates.

The package of things an employee receives in return for doing their job.

Non-material benefits that offer a sense of fulfillment, achievement, or purpose. This can include factors like job satisfaction, personal growth, and good relationships with coworkers.

Material forms of compensation, including financial benefits such as salary, wages, bonuses, and benefits.

A type of extrinsic compensation involving a fixed amount of money paid per hour worked.

A type of extrinsic compensation involving a fixed amount of money paid per year or month, regardless of hours worked.

A type of extrinsic compensation involving a fixed amount of money paid for each unit of output produced.

A type of extrinsic compensation involving a percentage of each sale made.

A breakdown of the different types of pay an employee receives, expressed as percentages. The total dollar amount of pay doesn't matter in this calculation - it's all about proportions.

The preference of an employee regarding the way they would like to be paid, whether it be salary (fixed income), commission (based on performance), or benefits (health insurance, retirement plans, etc.). Compensation preferences can vary based on factors such as age, family situation, and career goals. For example, young, highly qualified individuals might prefer commission-based compensation due to their willingness to take risks, while individuals with families might prefer a stable salary.

The ratio of employees retained by an organization over a specific time period. It's a measure of how well an organization is able to keep its employees. Retention rates often fluctuate depending on industry, company culture, employee satisfaction, and economic factors.

The percentage of employees who leave an organization over a specific time period. It can occur due to voluntary resignations, terminations, or other reasons. High turnover rates can be costly due to replacement costs, lost productivity, and disruption to teamwork.

The process of managing employee transitions within an organization, including promotions, transfers, terminations, layoffs, and retirements. This involves strategically addressing employee movement to maintain workforce stability and effectiveness. Replacement decisions impact talent management, organizational structure, and overall business performance.

A strategy for attracting and retaining high-performing employees, focusing on creating a positive work environment, offering competitive compensation and benefits, and providing opportunities for growth and development. This involves actively managing employee satisfaction, job engagement, and career progression.

The costs associated with replacing employees who leave an organization. These expenses include recruitment, hiring, training, onboarding, and lost productivity during the transition period. High turnover rates can significantly impact an organization's bottom line due to these replacement costs.

The process of identifying, hiring, and training new employees to fill open positions. This involves various steps, including job posting, screening resumes, conducting interviews, and onboarding new hires. Effective recruitment and hiring practices are essential for attracting and securing top talent.