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An approach to team development that emphasises adaptability, collaboration, and iterative processes to effectively respond to changing business needs.


The process of ensuring that the goals, objectives, and activities of the business partner are closely integrated with the overall business strategy of the organisation.


The process of evaluating and measuring specific skills, competencies, or traits of individuals using various methods and tools within an HR profiling system.


The rate at which employees leave an organisation, typically measured as a percentage of the workforce. Losing key talent is very costly for organisations and they use employee research to understand the causes.

Authentic leadership

A leadership style that emphasises self-awareness, transparency, and genuine interactions with others, fostering trust and promoting employee engagement.


Observable actions, reactions, and patterns of individuals that are assessed and analysed within the HR profiling system to understand their work style and preferences.

Behavioural competencies

The knowledge, skills, and behaviours that leaders need to demonstrate to effectively perform their roles and drive business success.


Compensation and rewards offered to employees beyond their salary, including healthcare, retirement plans, and other perks.

Benefits satisfaction

The level of contentment and fulfilment employees experience regarding the organisation’s employee benefits programmes and offerings.

Business acumen

The understanding of how a business operates, including its industry, market, financials, and competitive landscape, enabling effective business partnering.

Business strategy

The long-term plan or direction set by an organisation to achieve its objectives and goals, which serves as a basis for aligning HR strategies and initiatives.

Change management

The structured approach to transitioning individuals, teams, and organisations from the current state to a desired future state, with the support and involvement of the business partner.

Climate survey

A survey designed to assess the overall work environment, including factors such as employee satisfaction, engagement, and perceptions of organisational culture.


A development approach in which a trained coach supports leaders in enhancing their skills, self-awareness, and performance to achieve personal and organisational goals.


The act of working together towards a common goal, leveraging diverse perspectives and skills within a team to achieve collective success.


The knowledge, skills, abilities, and behaviours required to perform a specific job or role, which are assessed and profiled within the HR system to match individuals with appropriate positions.

Competency mapping

Identifying and defining the key competencies required for various roles within the organisation to align talent management practises with business needs.

Continuous listening

Continuous listening is the ongoing collection of feedback, insights and input from employees to foster a culture of open communication and improve the overall employee experience.

Data analysis

The process of examining and interpreting data to uncover insights and trends that can inform strategic decision-making and drive business performance.

Data analytics

The use of quantitative and qualitative data analysis to gain insights into HR and business metrics, helping to inform strategic decision-making and align HR practises with organisational goals.

Decision making

The process of reaching a conclusion or solution by considering various options and perspectives within the team, ensuring effective and informed decision-making.

Development plan

A customised plan created based on the HR profiling system‘s results to identify areas for improvement and guide individuals’ professional growth and development.

Diversity and inclusion

The acknowledgement and appreciation of the diverse backgrounds, perspectives, and experiences of employees within an organisation, promoting an inclusive and equitable workplace.

Emotional intelligence

The ability to recognise, understand, and manage one’s own emotions and the emotions of others, essential for effective leadership and building strong relationships.

Employee engagement

The emotional commitment and level of involvement employees have towards their work, the organisation, and its goals.

Employee potential

The capacity and likelihood of individuals to succeed in higher-level or more complex roles within the organisation, which is assessed and profiled within the HR system.

Employee value proposition

The unique set of offerings and benefits that an organisation provides to attract, engage, and retain employees, aligning it with the organisation’s strategic objectives.


Granting teams the authority, autonomy, and responsibility to make decisions and take ownership of their work, fostering motivation and engagement.


The active involvement, collaboration, and commitment of the business partner with key stakeholders to understand their needs and deliver value-added solutions.

Executive alignment

Ensuring that senior executives and leaders within the organisation are aligned in their understanding and support of HR strategies and initiatives.

Executive presence

The combination of qualities, such as confidence, poise, and the ability to inspire and influence others, that enables leaders to make a positive impact in their organisation.

Executive sponsorship

The support and advocacy provided by senior executives within the organisation to the business partner, ensuring alignment, resources, and visibility for strategic initiatives.

Exit interviews

Interviews conducted with employees who are leaving the organisation voluntarily to gather feedback, insights, and suggestions for improvement.

Experiential learning

Learning through hands-on experiences and activities that encourage reflection and application of knowledge within the team context.

Expertise assessment

The evaluation and measurement of individuals’ specialised knowledge and expertise within specific domains or fields, which can be integrated into the HR profiling system.


Open and constructive communication within the team, providing regular input and guidance to enhance individual and team performance.

Financial analysis

The assessment of financial data and metrics to evaluate the financial health, performance, and viability of the organisation, supporting strategic decision-making.


The degree of compatibility and alignment between individuals and the requirements, values, and culture of the organisation, assessed and evaluated within the HR profiling system.

Flexible work arrangements

Work arrangements that provide employees with flexibility in terms of hours, location, or scheduling to accommodate individual needs and promote work-life balance.

Functional integration

The process of integrating HR practises and processes with other functional areas within the organisation, such as finance, marketing, and operations, to support business objectives.

Goal alignment

The process of ensuring that individual goals and objectives are aligned with organisational goals, facilitating effective performance management within the HR profiling system.

Goal setting

The process of defining specific and measurable objectives for leaders to work towards, aligning their efforts with organisational priorities.


The establishment of structures, processes, and guidelines to ensure the effective management and control of business activities, aligning with legal, ethical, and regulatory requirements.


An employee’s formal complaint or concern regarding a workplace issue, often related to working conditions, treatment, or policies.

Group dynamics

The behaviours, interactions, and relationships among team members that influence team effectiveness, productivity, and satisfaction.

Health and wellness

Programmes and initiatives designed to support employees’ physical and mental well-being, such as health insurance, wellness activities, and access to resources.

High potential

Employees who demonstrate exceptional potential for leadership roles and are selected for targeted development initiatives to prepare them for future leadership positions.

High-performance culture

A high-performance culture is an organisational environment where excellence, productivity, innovation, and continuous improvement are consistently encouraged, valued, and achieved.

High-performing teams

Teams that consistently achieve exceptional results, characterised by strong collaboration, clear goals, effective communication, and shared accountability.

Hiring decisions

The use of HR profiling system data and analysis to inform and support recruitment and selection decisions, ensuring the best fit between candidates and job requirements.

HR Business Partner

A HR Business Partner is a HR professional who aligns HR practises and strategies with the overall business objectives and provides support to other departments within an organisation.

HR metrics

Quantifiable measures used to assess the effectiveness and impact of HR initiatives on business performance, helping to demonstrate the strategic alignment of HR practises.

Human resources alignment

The close integration and collaboration between the business partner and the HR function to align HR strategies and practises with the business objectives.

Incentive programme

Rewards, bonuses, or recognition systems designed to motivate and incentivise employees based on performance, achievement, or contributions.

Individual development

The process of identifying and addressing individual development needs based on the HR profiling system‘s insights, promoting continuous learning and growth.


The process of introducing and orienting new employees to their roles, responsibilities, and the organisation’s culture.


The ability of the business partner to persuade, negotiate, and gain support from stakeholders to drive desired outcomes and decisions.


The process of generating and implementing new ideas, solutions, or approaches within the team to drive creativity and improve business outcomes.

Internal communication

The process of effectively communicating the organisation’s strategic goals, changes, and initiatives to employees, ensuring a shared understanding and alignment with HR strategies.

Job analysis

The systematic process of collecting and analysing information about a particular job or role to determine the competencies and characteristics required for success, which is integrated into the HR profiling system.

Job design

The process of structuring and defining job roles and responsibilities to ensure they align with the strategic objectives of the organisation and support business needs.

Job rotation

The practise of rotating team members across different roles or tasks within the team or organisation to enhance cross-functional knowledge and skills.

Job satisfaction

The level of contentment and fulfilment employees experience in their current roles and overall work environment.

Key Performance Indicators (KPIs)

Quantifiable metrics that measure the performance and success of the business partner in delivering strategic objectives and adding value to the organisation.

Knowledge assessment

The evaluation of individuals’ knowledge and understanding of specific subject areas or domains, often included as part of the HR profiling system’s assessment process.

Knowledge management

The process of capturing, organising, and sharing an organisation’s knowledge to enhance efficiency, collaboration, and learning.

Knowledge sharing

The intentional sharing of information, expertise, and best practises within the team to foster continuous learning and improvement.

Knowledge transfer

The transfer of knowledge and expertise from experienced employees to newer or less experienced colleagues to ensure the continuity of skills and organisational knowledge.


The ability of team members to lead and influence others towards achieving team goals, regardless of formal hierarchical positions.

Leadership alignment

Ensuring that the organisation’s leaders are aligned with the strategic direction and values of the organisation, enabling them to effectively champion and support HR initiatives.

Leadership development

The programmes and initiatives aimed at enhancing the leadership capabilities of individuals within the organisation, partnering with leaders to drive talent development and succession planning.

Leadership effectiveness

The assessment of leadership capabilities and behaviours within the organisation, measuring the effectiveness and impact of leaders on employee engagement and performance.

Leadership potential

The evaluation and prediction of individuals’ ability to assume leadership roles and responsibilities within the organisation, facilitated by the HR profiling system.


A relationship in which a more experienced leader (mentor) provides guidance, advice, and support to a less experienced leader (mentee) to foster professional growth and development.


Quantitative and qualitative measurements used to assess the effectiveness, efficiency, and impact of the business partner’s activities and initiatives.

Mission statement

A concise statement that defines the purpose, values, and goals of the organisation, providing a framework for aligning HR strategies and activities.


The overall mood, satisfaction, and enthusiasm level among employees within the organisation.


The internal drive and enthusiasm that fuels team members’ commitment and effort towards achieving team objectives.

Motivation analysis

The examination of individuals’ underlying motivations, values, and drivers, which are considered within the HR profiling system to understand factors that influence performance and engagement.

Multicultural leadership

The ability to lead and manage diverse teams, recognising and valuing cultural differences to create an inclusive and collaborative work environment.

Needs analysis

The process of identifying individual and organisational needs for training, development, and support, utilising HR profiling system data and insights.

Needs assessment

The process of identifying gaps between desired and current performance, skills, or knowledge in order to determine the training and development needs of employees.


The process of reaching mutually beneficial agreements or resolutions through discussions, compromise, and persuasion between the business partner and stakeholders.


Building and nurturing relationships with peers, colleagues, and industry professionals to exchange ideas, gain insights, and broaden leadership perspectives.

New hire surveys

Surveys conducted to gather feedback from recently onboarded employees, capturing their experiences, impressions, and suggestions for improvement.


Shared expectations and guidelines within the team that define acceptable behaviours, communication styles, and work standards.


The unbiased and impartial nature of the HR profiling system’s assessments and analysis, ensuring fair and equitable treatment of individuals.


The process of integrating new employees into an organisation, ensuring they understand their roles, responsibilities, and the company culture.

Open communication

Transparent and effective exchange of ideas, information, and feedback within the team, promoting trust, collaboration, and understanding.

Organisational culture

The shared values, beliefs, and behaviours that define the character and working environment of an organisation, influencing leadership approaches and practises.

Organisational development

The planned effort to improve organisational effectiveness and efficiency through interventions such as restructuring, process improvement, and cultural change, with the support of the business partner.

Performance appraisal

The formal assessment and evaluation of an employee’s job performance, typically conducted through regular reviews or appraisals.

Performance evaluation

The assessment of individuals’ job performance, typically conducted through periodic reviews and feedback, incorporating HR profiling system data to inform evaluation criteria.

Performance management

The process of setting goals, assessing performance, providing feedback, and aligning individual and team performance with organisational objectives, in collaboration with the business partner.


The process of identifying, analysing, and resolving issues or challenges faced by the team to drive effective decision-making and innovation.

Qualitative assessment

Evaluating leadership capabilities and potential through subjective observations, interviews, and assessments to gain a deeper understanding of individual strengths and development areas.

Qualitative data

Descriptive and subjective information collected and analysed within the HR profiling system, such as narrative feedback, observations, or interview responses.

Quality assurance

The systematic process of ensuring that the products, services, and deliverables provided by the business partner meet established standards of quality and excellence.

Quality improvement

Continuous efforts to enhance the quality of team processes, outputs, and outcomes through evaluation, feedback, and improvement initiatives.

Quality of work life

The overall experience and satisfaction employees have regarding their work environment, work-life balance, and the organisation’s support for their well-being.

Recognition programmes

Initiatives or systems in place to acknowledge and reward employees’ contributions, achievements, and outstanding performance.

Recruitment and selection

Attracting and hiring the right talent with the required skills, competencies, and cultural fit to support the organisation’s strategic objectives.

Relationship building

The development and maintenance of strong, trust-based relationships with key stakeholders, fostering collaboration, credibility, and effective business partnering.


The ability to adapt, persevere, and bounce back from challenges and setbacks, a crucial quality for leaders navigating complex and dynamic business environments.

Role clarity

Clearly defined roles, responsibilities, and expectations within the team, ensuring that each member understands their contribution and accountability.

Role fit

The assessment and analysis of individuals’ fit and suitability for specific roles or positions within the organisation, facilitated by the HR profiling system.

Satisfaction surveys

Surveys conducted to assess employee satisfaction levels across various aspects of their employment, including compensation, benefits, work environment, and career development.

Skills assessment

The evaluation and measurement of individuals’ specific skills and capabilities within the HR profiling system, helping to match individuals with roles that require those skills.

Strategy thinking

The capacity to analyse and evaluate situations, anticipate future trends, and develop innovative strategies to guide organisational success.

Succession planning

Identifying and developing high-potential employees to fill critical positions in the organisation, ensuring a talent pipeline aligned with future business needs.


The combined effect or result that is greater than the sum of individual team members’ efforts, achieved through effective collaboration and alignment.

Talent development

Strategies and initiatives aimed at identifying, nurturing, and retaining top talent within an organisation.

Talent identification

The process of identifying high-potential individuals within the organisation based on the HR profiling system’s assessment and profiling results.

Talent management

The integrated processes and strategies for attracting, developing, retaining, and optimising talent within the organisation, in partnership with the business partner.

Talent pipeline

A pool of potential leaders identified and developed within the organisation to fill critical leadership roles in the future, ensuring continuity and succession planning.

Training needs analysis

The process of identifying the skills, knowledge, and competencies required for employees to perform their jobs effectively and designing appropriate training and development programmes.


The foundation of effective team development, built on reliability, integrity, and confidence in the abilities and intentions of team members.

Unconcious Bias

Implicit biases or prejudices that can influence decision-making and perceptions, which leaders need to be aware of and actively address to foster inclusivity and fairness.


The continuous effort of the business partner to gain in-depth knowledge and comprehension of the organisation’s operations, challenges, and strategic priorities.

Unified vision

A shared understanding and alignment among team members regarding the team’s purpose, goals, and direction.


The process of employees joining together to form a labour union to collectively bargain for better working conditions, wages, and benefits.


Providing employees with opportunities for learning and development to enhance their skills and competencies, ensuring alignment with evolving business needs.

User-friendly interface

The user interface and design of the HR profiling system that ensures ease of use and navigation for HR professionals and individuals undergoing assessments.


The process of verifying the accuracy, reliability, and effectiveness of the HR profiling system’s assessments and tools through rigorous research and analysis.

Value proposition

The unique set of offerings, services, and benefits that the business partner provides to stakeholders, demonstrating the value and impact of their involvement.

Virtual learning

Training and development programmes delivered online or through digital platforms, allowing employees to learn remotely.

Virtual teams

Teams composed of members who are geographically dispersed and collaborate remotely, leveraging technology and communication tools for effective teamwork.

Vision statement

A statement that outlines the desired future state and direction of the organisation, guiding HR strategies and activities towards the long-term goals.

Visionary leadership

The ability to articulate a compelling vision for the future, inspire others, and provide a clear direction for the organisation’s success.

Voice of the employee

The collective opinions, feedback, and perspectives of employees within the organisation, often collected through surveys, focus groups, or suggestion programmes.

Work-life balance

The equilibrium between work demands and personal life responsibilities, enabling employees to effectively manage both aspects without excessive stress or conflict.

Work-life integration

The concept of harmonising professional and personal responsibilities to create a balanced and fulfilling life for leaders and their teams.

Workforce planning

The strategic process of aligning the organisation’s talent needs with HR profiling system data to anticipate future skill requirements and develop appropriate talent pipelines.

Workload balance

Ensuring a fair distribution of tasks, responsibilities, and resources within the team to prevent burnout and optimise productivity.

Yearly business review

A comprehensive assessment of the organisation’s performance against strategic objectives, providing an opportunity to review and realign HR strategies as needed.

Yearly employee survey

An annual survey administered to all employees to assess their perceptions, satisfaction, engagement, and overall experiences within the organisation.

Yearly leadership review

An annual evaluation and reflection process that assesses leaders’ progress, achievements, and areas for improvement, informing their ongoing development plans.

Yearly performance appraisal

An annual review process in which an employee’s performance is evaluated against predetermined goals and expectations.

Yearly team assessment

An annual evaluation and reflection process that assesses team performance, dynamics, and areas for improvement, informing development plans.

Yield ratio

The ratio of successful outcomes, such as hires or promotions, to the total number of individuals assessed within the HR profiling system, providing insights into the system’s effectiveness.

Zero barriers

The commitment to removing obstacles and barriers that hinder leadership development, ensuring equal opportunities and access to growth and advancement for all leaders within the organisation.

Zero bias

The commitment to ensuring fairness and impartiality in the HR profiling system’s assessments and analysis, avoiding any form of discrimination or bias based on factors such as gender, ethnicity, or age.

Zero conflict

The aim of managing and resolving conflicts within the team promptly and constructively, fostering a positive and harmonious team environment.

Zero gaps

The objective of achieving full alignment between HR practises and the overall business strategy, ensuring that there are no significant gaps that hinder organisational effectiveness and success.

Zero tolerance

A policy or stance adopted by the organisation that shows no tolerance for specific behaviours or actions, such as harassment, discrimination, or unethical conduct.

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