AS ISO 30400 pdf download

AS ISO 30400 pdf download.Human resource management — Vocabulary
3  Terms related to the organization
3.1 governance way a whole organization is led, directed, controlled and held accountable 3.2 organizational culture values, beliefs and practices that influence the conduct and behaviour of people and organizations 3.3 organization structure hierarchical arrangement of authority, responsibility and accountability in an organization 3.4 business model organization’s approach to operating in its environment 3.5 strategy organization’s approach to achieving its objectives 3.6 business continuity planning BCP process of mutual planning (3.7) by organizations and other stakeholders (5.1) Note 1 to entry: Examples of how business continuity planning is used can include objectives to plan, establish, implement, operate, monitor, review, maintain and continually improve a documented management system to protect against and mitigate the effects of disruptive incidents, prepare for and respond to the same. 3.7 planning process of thinking about and organizing activities required to achieve a desired outcome 3.8 strategic planning planning (3.7) involving the formulation, development, implementation and evaluation of factors that are relevant to an organization’s long-term or overall interests, and the means of achieving its objectives 3.9 social responsibility responsibility of an organization for the consequences of its decisions and activities on society and the environment, through transparent and ethical behaviour that — contributes to sustainable development, including health and the welfare of society; — takes into account the expectations of stakeholders (5.1);— is in compliance with applicable law and consistent with international norms of behaviour; and — is integrated throughout the organization and practised in its relationships [SOURCE: ISO 26000:2010, 2.18, modified — The word “impacts” has been replaced by “consequences”, and the Notes to entry have been removed] 3.10 management process of planning (3.7), organizing, directing and controlling the outcomes of people, groups or organizations 3.11 performance management management (3.10) of the performance (4.12) of people, groups and organizations 3.12 management style approach or method to management (3.10) EXAMPLE Participative management is a management style that encourages and enables people to contribute to decision-making with accountability; authoritarian management is a management style that discourages people to participate in decisions that affect them; country club management is a management style typified by lack of required direction and accountability. [SOURCE: Blake & Mouton Managerial Grid] 3.13 risk effect of uncertainty Note 1 to entry: An effect is a deviation from the expected — positive or negative. Note 2 to entry: Uncertainty is the state, even partial, of deficiency of information related to, understanding or knowledge of, an event, its consequence, or likelihood. Note 3 to entry: Risk is often characterized by reference to potential “events” (as defined in ISO Guide 73:2009, 3.5.1.3) and “consequences” (as defined in ISO Guide 73:2009, 3.6.1.3), or a combination of these. Note 4 to entry: Risk is often expressed in terms of a combination of the consequences of an event (including changes in circumstances) and the associated “likelihood” (as defined in ISO Guide 73:2009, 3.6.1.1) of occurrence. 3.14 policy intentions and direction of an organization, as formally expressed by its top management 3.15 materiality measure of the significance of an element to organizational results
4  Terms related to human resources and planning
4.1 human capital value of the collective knowledge, skills and abilities of an organization’s people 4.2 human resources HR people working within or contributing to the organization 4.3 capacity management process used to manage the human capital (4.1) necessary to execute organizational commitments and delivery excellence Note 1 to entry: The primary goal is to ensure that capacity meets current and near term future organizational requirements in a cost-effective manner. It ties together location, strategy (3.5), organizational commitments, labour demand signal, financial constraints and total workforce (10.1) (contingent and direct labour). It is the mechanism necessary for effective resource management. 4.4 capacity plan view of resource requirements over a defined period that reflects planned numbers of resources by roles and skills Note 1 to entry: This capacity plan can include consideration of skills development, retraining, redeployment, recruitment (11.1) and use of organizational partners and third-party subcontractors. 4.5 human resource strategy approach to implementing policies (3.14) and practices that affect people, which are aligned with organizational strategy (3.5) EXAMPLE Global integration and local responsiveness, global standardization and local response, such as in workforce mobility (12.1), local hiring versus transferring preference, incentive processes. 4.6 human resource management HRM management (3.10) of people in organizations Note 1 to entry: Human resource management can include talent management (13.2), employee relations and industrial relations, separation, training and development, reward, compensation (6.5) and other benefits, performance management (3.11), grievance management, strategies (3.5), metrics, principles, policies (3.14) decisions, operations, practices and methods.