ISO 30400:2016
(Main)Human resource management — Vocabulary
Human resource management — Vocabulary
ISO 30400:2016 defines terms used in human resource management standards.
Management des ressources humaines — Vocabulaire
L'ISO 30400:2016 définit les termes utilisés dans les normes de management des ressources humaines.
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INTERNATIONAL ISO
STANDARD 30400
First edition
2016-09-01
Human resource management —
Vocabulary
Management des ressources humaines — Vocabulaire
Reference number
ISO 30400:2016(E)
©
ISO 2016
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ISO 30400:2016(E)
COPYRIGHT PROTECTED DOCUMENT
© ISO 2016, Published in Switzerland
All rights reserved. Unless otherwise specified, no part of this publication may be reproduced or utilized otherwise in any form
or by any means, electronic or mechanical, including photocopying, or posting on the internet or an intranet, without prior
written permission. Permission can be requested from either ISO at the address below or ISO’s member body in the country of
the requester.
ISO copyright office
Ch. de Blandonnet 8 • CP 401
CH-1214 Vernier, Geneva, Switzerland
Tel. +41 22 749 01 11
Fax +41 22 749 09 47
copyright@iso.org
www.iso.org
ii © ISO 2016 – All rights reserved
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ISO 30400:2016(E)
Contents Page
Foreword .iv
Introduction .v
1 Scope . 1
2 Normative references . 1
3 Terms related to the organization . 1
4 Terms related to human resources and planning . 3
5 Terms related to people and organization . 5
6 Terms related to human resource metrics . 6
7 Terms related to human governance . 7
8 Terms related to sustainable employability . 8
9 Terms related to diversity and inclusion . 8
10 Terms related to workforce planning . 9
11 Terms related to recruitment .10
12 Terms related to workforce mobility .11
13 Terms related to talent management.12
14 Terms related to knowledge management .12
Bibliography .13
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ISO 30400:2016(E)
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
through ISO technical committees. Each member body interested in a subject for which a technical
committee has been established has the right to be represented on that committee. International
organizations, governmental and non-governmental, in liaison with ISO, also take part in the work.
ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www.iso.org/directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of
any patent rights identified during the development of the document will be in the Introduction and/or
on the ISO list of patent declarations received (see www.iso.org/patents).
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation on the meaning of ISO specific terms and expressions related to conformity assessment,
as well as information about ISO’s adherence to the World Trade Organization (WTO) principles in the
Technical Barriers to Trade (TBT) see the following URL: www.iso.org/iso/foreword.html.
The committee responsible for this document is Technical Committee ISO/TC 260, Human resource
management.
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ISO 30400:2016(E)
Introduction
This document has been developed to help facilitate a common understanding of and maintain
consistency in fundamental vocabulary in human resource management standards.
This document is intended to be used by:
— human resource practitioners;
— academic professionals and students;
— developers of related standards;
— stakeholders in organizations, regardless of organizational size and type;
— labour unions, work councils, other employee and employer representatives;
— others interested in the human resource management profession.
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INTERNATIONAL STANDARD ISO 30400:2016(E)
Human resource management — Vocabulary
1 Scope
This document defines terms used in human resource management standards.
2 Normative references
There are no normative references in this document.
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
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ISO 30400:2016(E)
— 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
3.16
feedback
information provided to people, groups or organizations regarding performance (4.12) or activities
Note 1 to entry: Feedback obtained during a process can be used to confirm or modify subsequent actions.
3.17
benchmarking
comparing attributes, processes or performance (4.12) between organizations
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ISO 30400:2016(E)
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.
Note 2 to entry: Human resource management optimizes the contribution of people to support organizational
and stakeholder (5.1) success.
4.7
organizational values
aspirational or articulated standards, behaviour, principles or concepts that an organization considers
important
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ISO 30400:2016(E)
4.8
human resource planning
HRP
process of anticipating, assessing (11.11), forecasting, articulating and meeting the organization’s need
for people
Note 1 to entry: Human resource planning can ensure that a sufficient number of people possessing the required
competence (5.3) will be available to meet organizational needs.
4.9
human resource information system
HRIS
information technology that supports human resource management (4.6)
Note 1 to entry: The human resource information system can integrate compensation (6.5) and benefits,
payroll, recruiting, learning and development, workforce planning (10.2), analytics, performance management
(3.11) and others.
4.10
people risk
risk (3.13) related to negative outcomes that arise as a consequence of the behaviour and activities
of people
4.11
succession plan
process for identifying and developing current employees with the potential to fill key positions in the
organization
4.12
performance
measurable result
Note 1 to entry: Performance can relate either to quantitative or qualitative findings.
Note 2 to entry: Performance can relate to the management (3.10) of activities, processes, products (including
services), systems or organizations.
Note 3 to entry: In the context of human resources, performance relates to the execution or accomplishment of
work by people, groups or organizations.
4.13
key performance indicator
KPI
indicators that are qualitative and quantitative measures that demonstrate critical success factors of
the people in an organization
EXAMPLE Revenue; profitability.
Note 1 to entry: Key performance indicators differ depending on organizational goals and are often used as
determinants for evaluating performance (4.12).
4.14
contingent worker
people who are engaged as casual labour, flexible labour, independent contractor, independent
professional and consultant
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ISO 30400:2016(E)
5 Terms related to people and organization
5.1
interested party
stakeholder
person or organization that can affect, be affected by, or perceive itself to be affected by a decision or
activity
EXAMPLE Customers, owners, people in an organization, suppliers, bankers, unions, work councils,
partners, or society that may include competitive or pressure groups.
5.2
staffing
process of acquiring, deploying and retaining people
Note 1 to entry: this can be both internal and external.
5.3
competence
ability to apply knowledge and skills to achieve intended results
5.4
core competences
competences (5.3) that are essential for an organization’s success
5.5
competence model
process of analysing and describing knowledge, skill and ability of people
5.6
competence framework
structure that defines the competence (5.3) of people within an organization
5.7
leadership competences
required set
...
DRAFT INTERNATIONAL STANDARD
ISO/DIS 30400
ISO/TC 260 Secretariat: ANSI
Voting begins on: Voting terminates on:
2015-08-17 2015-11-17
Human resource management — Terminology
Titre manque
ICS: 01.040.03; 03.100.30
THIS DOCUMENT IS A DRAFT CIRCULATED
FOR COMMENT AND APPROVAL. IT IS
THEREFORE SUBJECT TO CHANGE AND MAY
NOT BE REFERRED TO AS AN INTERNATIONAL
STANDARD UNTIL PUBLISHED AS SUCH.
IN ADDITION TO THEIR EVALUATION AS
BEING ACCEPTABLE FOR INDUSTRIAL,
TECHNOLOGICAL, COMMERCIAL AND
USER PURPOSES, DRAFT INTERNATIONAL
STANDARDS MAY ON OCCASION HAVE TO
BE CONSIDERED IN THE LIGHT OF THEIR
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WHICH REFERENCE MAY BE MADE IN
Reference number
NATIONAL REGULATIONS.
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RECIPIENTS OF THIS DRAFT ARE INVITED
TO SUBMIT, WITH THEIR COMMENTS,
NOTIFICATION OF ANY RELEVANT PATENT
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©
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ISO/DIS 30400:2015(E)
COPYRIGHT PROTECTED DOCUMENT
© ISO 2015, Published in Switzerland
All rights reserved. Unless otherwise specified, no part of this publication may be reproduced or utilized otherwise in any form
or by any means, electronic or mechanical, including photocopying, or posting on the internet or an intranet, without prior
written permission. Permission can be requested from either ISO at the address below or ISO’s member body in the country of
the requester.
ISO copyright office
Ch. de Blandonnet 8 • CP 401
CH-1214 Vernier, Geneva, Switzerland
Tel. +41 22 749 01 11
Fax +41 22 749 09 47
copyright@iso.org
www.iso.org
ii © ISO 2015 – All rights reserved
---------------------- Page: 2 ----------------------
ISO 30400:2015(E)
© ISO 2014
All rights reserved. Unless otherwise specified, no part of this publication may be reproduced or
utilized otherwise in any form or by any means, electronic or mechanical, including photocopying,
or posting on the internet or an intranet, without prior written permission. Permission can be
requested from either ISO at the address below or ISO's member body in the country of the
requester.
ISO copyright office
Case postale 56 • CH-1211 Geneva 20
Tel. + 41 22 749 01 11
Fax + 41 22 749 09 47
E-mail copyright@iso.org
Web www.iso.org
Published in Switzerland.
Contents
Foreword . 3
Introduction . 3
1 Scope . 4
2 Normative references . 4
3 General HR Terms and definitions . 4
4 Terms and definitions related to HR Metrics . 10
5 Terms and definitions related to human governance . 12
6 Terms and definitions related to sustainable employability . 13
7 Terms and definitions related to diversity & inclusion . 13
8 Terms and definitions related to workforce planning . 14
9 Terms and definitions related to recruitment and on-boarding employees . 15
10 Terms and definitions related to workforce mobility . 17
11 Terms and definitions related to talent management . 18
12 Terms and definitions related to knowledge management . 18
Bibliography . 19
2 © ISO #### – All rights reserved
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ISO 30400:2015(E)
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national
standards bodies (ISO member bodies). The work of preparing International Standards is normally
carried out through ISO technical committees. Each member body interested in a subject for which
a technical committee has been established has the right to be represented on that committee.
International organizations, governmental and non-governmental, in liaison with ISO, also take part
in the work. ISO collaborates closely with the International Electrotechnical Commission (IEC) on all
matters of electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular the different approval criteria needed for
the different types of ISO documents should be noted. This document was drafted in accordance
with the editorial rules of the ISO/IEC Directives, Part 2. www.iso.org/directives
Attention is drawn to the possibility that some of the elements of this document may be the subject
of patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details
of any patent rights identified during the development of the document will be in the Introduction
and/or on the ISO list of patent declarations received. www.iso.org/patents
Any trade name used in this document is information given for the convenience of users and does
not constitute an endorsement.
For an explanation on the meaning of ISO specific terms and expressions related to conformity
assessment, as well as information about ISO's adherence to the WTO principles in the Technical
Barriers to Trade (TBT) see the following URL: Foreword - Supplementary information
The committee responsible for this document is ISO/TC 260.
Introduction
This standard is applicable to the following target groups:
1. Human resource practitioners;
2. Academic professionals and students;
3. Developers of related standards;
4. Stakeholders in organizations, regardless of organizational size and type;
5. Labour unions, work councils, other employee and employer representatives;
6. Others interested in the human resource management profession.
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ISO 30400:2015(E)
Title Human resource management - Vocabulary
1 Scope
This standard is developed to:
a) help facilitate a common understanding of fundamental vocabulary in human resources, subject
to country-specific compliance-related definitions. The definitions in this standard do not replace
formal definitions defined by country-specific applicable legal and organizational requirements;
b) maintain consistency in vocabulary for any purpose. For example, if the term "talent
management" is used, all parties utilizing the term would understand and use the intended meaning;
c) identify and define human resource vocabulary utilized in ISO/TC 260 Human resource
management (HRM) workgroups during standard development processes;
d) describe historical context, if applicable, and current use of applicable human resource
vocabulary for clarification and development of standardized terms that can be understood and used
by standards' users from multiple cultures and countries.
2 Normative references
The following documents, in whole or in part, are normatively referenced in this document and are
indispensable for its application. For dated references, only the edition cited applies. For undated
references, the latest edition of the referenced document (including any amendments) applies.
(To be added or deleted at a later stage.)
3 General HR Terms and definitions
3.1 Terms and definitions related to the organization
3.1.1
governance
way a whole organization is led, directed, controlled and held accountable
3.1.2
organizational culture
beliefs, values and practices that influence the conduct and behaviour of people and organizations
3.1.3
organization structure
hierarchical arrangement of authority, responsibility and accountability in an organization
3.1.4
business model
organization's approach to operating in its environment
3.1.5
strategy
organization's approach to achieving its objectives
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ISO 30400:2015(E)
3.1.6
strategic
factors material to an organization’s long-term or overall interests and the means of achieving them
3.1.7
business continuity planning
BCP
process of mutual planning by business entities and other outside members of the community in
which the organization conducts business
3.1.8
planning
process of thinking about and organizing activities required to achieve a desired outcome
3.1.9
strategic planning
planning (3.1.8) ) that involves formulation, development, implementation, and evaluation
3.1.10
social responsibility
SR
responsibility of an organization for the consequences of its decisions and activities on society and
the environment, through transparent and ethical behaviour
[SOURCE: ISO 26000, 2.18 modified by replacing impacts with “consequences”]
Note 1 to entry: Social responsibility contributes to sustainable development, including health and
the welfare of society; takes into account the expectations of stakeholders (3.3.1); is in compliance
with applicable law and consistent with international norms of behaviour; and is integrated
throughout the organization and practised in its relationships.
3.1.11
management
process of planning, organizing, directing and controlling people or organizations
3.1.12
performance management
management (3.1.11) of the performance (3.2.12) of people and organizations
3.1.13
management style
approach or method to management (3.1.11)
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]
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ISO 30400:2015(E)
3.1.14
risk
effect of uncertainty on achieving objectives
[SOURCE: ISO 31000, 2.1. Modified by adding the word “achieving”.]
3.1.15
policy
statement of intent
Note 1 to entry: This is an articulated system of principles to guide organizational decisions.
3.1.16
materiality
essential element that is significant to organizational results
3.1.17
feedback
information provided to a person, group or organization
Note 1 to entry: Feedback obtained during a process can be used to confirm or modify subsequent
actions.
3.1.18
benchmarking
comparing attributes, processes or performance (3.2.12) between organizations
3.2 Terms and definitions related to human resources and planning
3.2.1
human capital
value of the collective knowledge, skills and abilities of an organization's people
3.2.2
human resources
people working within or contributing to the organization
3.2.3
capacity management
process used to manage the human capital (3.2.1) necessary to executive business commitments
and delivery excellence
Note 1 to entry: The primary goal is to ensure that capacity meets current and near term future
business requirements in a cost-effective manner. It ties together location strategy (3.1.5), business
commitments, labour demand signal, financial constraints and total workforce (8.1) (contingent and
direct labour). It is the mechanism necessary for effective resource management.
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ISO 30400:2015(E)
3.2.4
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 and use of business partners and third-party subcontractors.
3.2.5
HR strategy
approach to implementing policies (3.1.15) and practices that affect people, which are aligned with
organizational strategy (3.1.5)
EXAMPLE: global integration and local responsiveness, global standardization and local response,
such as in workforce mobility (10.1), local hiring versus transferring preference, incentive processes.
3.2.6
human resource management
HRM
management (3.1.11) of people in organizations
and/or
ensuring the human resources functions and practices are aligned internally and externally in
accordance with the principles and objectives of the organization
Note 1 to entry: HRM can include talent management (3.1.11), employee relations and industrial
relations, separation, training and development, reward, compensation and other benefits,
performance management (3.1.12), grievance management, strategies (3.1.5), metrics, principles,
policies (3.1.15) decisions, operations, practices and methods.
Note 2 to entry: HRM optimizes the contribution of people to support organizational and stakeholder
(3.3.1) success.
3.2.7
organizational values
aspirational or articulated standards, behaviours, principles or concepts that an organization
considers important
3.2.8
human resource planning
HRP
process of anticipating, assessing, forecasting, articulating and meeting the organization’s need for
people
Note 1 to entry: HRP can ensure that a sufficient number of people possessing the required
competence (3.3.5) will be available to meet organizational needs.
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ISO 30400:2015(E)
3.2.9
human resource information system
HRIS
information technology that supports HRM (3.2.8)
Note 1 to entry: The HRIS can integrate compensation and benefits, payroll, recruiting, training and
development, analytics, performance management (3.1.12) and others.
3.2.10
people risk
risk (3.1.14) related to costs that arise as a consequence of organizational vulnerabilities
Note 1 to entry: The costs can be monetary or non-monetary.
3.2.11
succession planning
identification and development of potential successors for key positions
Note 1 to entry: Key positions are those that are critical to the organization in context with time,
space and recruitment challenges.
3.2.12
performance
execution or accomplishment of work by individuals or organizations
Note 1 to entry: Performance can be based on criteria and measured.
3.2.13
key performance indicator
KPI
indicators that are qualitative and quantitative measures that demonstrate critical success factors of
the people in an organization
EXAMPLE: revenue, profitability.
Note 1 to entry: KPI’s differ depending on organizational goals and are often used as determinants
for evaluating performance (3.2.12).
3.3 terms and definitions related to people and organization
3.3.1
stakeholder
interested party
person or organization that can affect, be affected by, or perceive themselves to be affected by a
decision or activity
EXAMPLE customers, owners, people in an organization, suppliers, bankers, unions, partners, or
society that may include competitive or pressure groups.
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ISO 30400:2015(E)
[Source: ISO 9000:2015, 3.2.5. modified by removing the characteristic “opposing”]
3.3.2
small and medium enterprises
SME
Small and medium organizations
Note 1 to entry: The definitions are country-specific.
3.3.3
pool
group of people
3.3.4
staffing
filling in an open position with a person
Note 1 to entry: this can be both internal and external.
3.3.5
competence
ability to apply knowledge and skills to achieve intended results
[SOURCE: ISO/IEC Directive Part 1]
3.3.6
core competences
competences (3.3.5) that are essential for an organization’s success
3.3.7
competence model
process of analyzing and describing knowledge, skill and ability of people
3.3.8
competence framework
structure that defines performance(3.2.12) of people within an organization
3.3.9
leadership competences
required set of competences (3.3.5) for leaders in workplace (3.3.10) contexts
Note 1 to entry: This can include leadership skills, abilities, characteristics and behaviour.
3.3.10
workplace
area or areas in which the worker's activities are carried out
[ISO 25901:2007]
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ISO 30400:2015(E)
3.3.11
career
pattern of work-related experiences that span a person's life
3.3.12
career stage
distinct phase of a person’s career (3.3.11)
Note 1 to entry: Career stages can include entry, establishment, advancement, maintenance,
transition and maturity.
3.3.13
employee referrals
potential employees (9.2.7) recommended by current employees of the organization
Note to entry 1: These recommendations can be compensated.
4 Terms and definitions related to HR Metrics
4.1
Cost-Per-Hire Internal
CPHI
formu
...
NORME ISO
INTERNATIONALE 30400
Première édition
2016-09-01
Management des ressources
humaines — Vocabulaire
Human resource management — Vocabulary
Numéro de référence
ISO 30400:2016(F)
©
ISO 2016
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ISO 30400:2016(F)
DOCUMENT PROTÉGÉ PAR COPYRIGHT
© ISO 2016, Publié en Suisse
Droits de reproduction réservés. Sauf indication contraire, aucune partie de cette publication ne peut être reproduite ni utilisée
sous quelque forme que ce soit et par aucun procédé, électronique ou mécanique, y compris la photocopie, l’affichage sur
l’internet ou sur un Intranet, sans autorisation écrite préalable. Les demandes d’autorisation peuvent être adressées à l’ISO à
l’adresse ci-après ou au comité membre de l’ISO dans le pays du demandeur.
ISO copyright office
Ch. de Blandonnet 8 • CP 401
CH-1214 Vernier, Geneva, Switzerland
Tel. +41 22 749 01 11
Fax +41 22 749 09 47
copyright@iso.org
www.iso.org
ii © ISO 2016 – Tous droits réservés
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ISO 30400:2016(F)
Sommaire Page
Avant-propos .iv
Introduction .v
1 Domaine d’application . 1
2 Références normatives . 1
3 Termes relatifs à l’organisation . 1
4 Termes relatifs aux ressources humaines et à la planification . 3
5 Termes relatifs aux personnes et à l’organisation . 5
6 Termes relatifs aux mesures des ressources humaines . 6
7 Termes relatifs à la gouvernance humaine . 8
8 Termes relatifs à l’employabilité durable . 8
9 Termes relatifs à la diversité et à l’intégration . 9
10 Termes relatifs à la planification de la main-d’œuvre .10
11 Termes relatifs au recrutement .10
12 Termes relatifs à la mobilité de la main-d’œuvre .12
13 Termes relatifs au management des talents .13
14 Termes relatifs au management des connaissances .13
Bibliographie .14
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ISO 30400:2016(F)
Avant-propos
L’ISO (Organisation internationale de normalisation) est une fédération mondiale d’organismes
nationaux de normalisation (comités membres de l’ISO). L’élaboration des Normes internationales est
en général confiée aux comités techniques de l’ISO. Chaque comité membre intéressé par une étude
a le droit de faire partie du comité technique créé à cet effet. Les organisations internationales,
gouvernementales et non gouvernementales, en liaison avec l’ISO participent également aux travaux.
L’ISO collabore étroitement avec la Commission électrotechnique internationale (IEC) en ce qui
concerne la normalisation électrotechnique.
Les procédures utilisées pour élaborer le présent document et celles destinées à sa mise à jour sont
décrites dans les Directives ISO/IEC, Partie 1. Il convient, en particulier de prendre note des différents
critères d’approbation requis pour les différents types de documents ISO. Le présent document a été
rédigé conformément aux règles de rédaction données dans les Directives ISO/IEC, Partie 2 (voir www.
iso.org/directives).
L’attention est appelée sur le fait que certains des éléments du présent document peuvent faire l’objet de
droits de propriété intellectuelle ou de droits analogues. L’ISO ne saurait être tenue pour responsable
de ne pas avoir identifié de tels droits de propriété et averti de leur existence. Les détails concernant
les références aux droits de propriété intellectuelle ou autres droits analogues identifiés lors de
l’élaboration du document sont indiqués dans l’Introduction et/ou dans la liste des déclarations de
brevets reçues par l’ISO (voir www.iso.org/brevets).
Les appellations commerciales éventuellement mentionnées dans le présent document sont données
pour information, par souci de commodité, à l’intention des utilisateurs et ne sauraient constituer un
engagement.
Pour une explication de la signification des termes et expressions spécifiques de l’ISO liés à l’évaluation
de la conformité, ou pour toute information au sujet de l’adhésion de l’ISO aux principes de l’Organisation
mondiale du commerce (OMC) concernant les obstacles techniques au commerce (OTC), voir le lien
suivant: www.iso.org/iso/fr/avant-propos.html
Le comité chargé de l’élaboration du présent document est l’ISO/TC 260, Management des ressources
humaines.
iv © ISO 2016 – Tous droits réservés
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ISO 30400:2016(F)
Introduction
Le présent document a été élaboré en vue de contribuer à une interprétation commune et à garantir la
cohérence du vocabulaire fondamental des ressources humaines utilisé dans les normes de management
des ressources humaines.
Le présent document est destiné:
— aux professionnels des ressources humaines;
— aux universitaires et étudiants;
— aux auteurs de normes en relation avec la présente;
— aux parties prenantes des organisations, quels que soient la taille et le type de l’organisation;
— aux syndicats, comités d’entreprise et autres représentants des employés et des employeurs;
— à toute autre partie intéressée par le management professionnel des ressources humaines.
© ISO 2016 – Tous droits réservés v
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NORME INTERNATIONALE ISO 30400:2016(F)
Management des ressources humaines — Vocabulaire
1 Domaine d’application
Le présent document définit les termes utilisés dans les normes de management des ressources
humaines.
2 Références normatives
Le présent document ne comporte aucune référence normative.
3 Termes relatifs à l’organisation
3.1
gouvernance
manière dont l’ensemble d’une organisation est dirigé, administré, contrôlé et tenu responsable
3.2
culture organisationnelle
valeurs, convictions et pratiques qui influencent la conduite et le comportement des personnes et des
organisations
3.3
structure organisationnelle
répartition hiérarchique de l’autorité, des responsabilités et de l’obligation de rendre des comptes dans
une organisation
3.4
modèle d’entreprise
démarche d’une organisation quant à sa manière de travailler dans son environnement
3.5
stratégie
démarche d’une organisation pour atteindre ses objectifs
3.6
planification de la continuité des activités
PCA
processus de planification (3.7) mutuelle des activités entre organisations et autres parties prenantes (5.1)
Note 1 à l’article: La planification de la continuité des activités peut par exemple définir des objectifs pour
planifier, établir, mettre en place, mettre en œuvre, contrôler, réviser, maintenir et améliorer de manière
continue un système de management documenté en vue de se protéger des incidents perturbateurs, de réduire
leur probabilité de survenance, de s’y préparer et d’y répondre lorsqu’ils surviennent.
3.7
planification
processus de réflexion sur et d’organisation des activités nécessaires à l’obtention d’un résultat désiré
3.8
planification stratégique
planification (3.7) impliquant la formulation, l’élaboration, la mise en œuvre et l’évaluation de facteurs
déterminants pour les intérêts à long terme ou généraux d’une organisation, ainsi que les moyens
d’atteindre les objectifs fixés
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ISO 30400:2016(F)
3.9
responsabilité sociétale
responsabilité d’une organisation vis-à-vis des conséquences de ses décisions et activités sur la société
et sur l’environnement, se traduisant par un comportement éthique et transparent qui
— contribue au développement durable, y compris à la santé et au bien-être de la société;
— prend en compte les attentes des parties prenantes (5.1);
— respecte les lois en vigueur tout en étant en cohérence avec les normes internationales de
comportement; et
— est intégré dans l’ensemble de l’organisation et mis en œuvre dans ses relations.
[SOURCE: ISO 26000:2010, 2.18, modifié — Le terme «impacts» a été remplacé par «conséquences» et
les Notes à l’article ont été supprimées]
3.10
management
processus consistant à planifier (3.7), organiser, diriger et contrôler les résultats des personnes, des
groupes ou des organisations
3.11
management des performances
management (3.10) des performances (4.12) des personnes, des groupes et des organisations
3.12
style de management
démarche ou méthode en matière de management (3.10)
EXEMPLE Le management participatif est un style de management qui encourage les personnes à
contribuer à la prise de décision, leur en donne les moyens et les reconnaît comme responsables; le management
autoritaire est un style de management qui décourage les personnes à participer aux décisions qui les affectent;
le management «country club» est un style de management caractérisé par l’absence de direction et de
responsabilisation nécessaires.
[SOURCE: Grille managériale de Blake et Mouton]
3.13
risque
effet de l’incertitude
Note 1 à l’article: Un effet est un écart, positif ou négatif, par rapport à une attente.
Note 2 à l’article: L’incertitude est l’état, même partiel, de défaut d’information concernant la compréhension ou
la connaissance d’un événement, de ses conséquences ou de sa vraisemblance.
Note 3 à l’article: Un risque est souvent caractérisé en référence à des «événements» (tels que définis dans le
Guide ISO 73:2009, 3.5.1.3) et des «conséquences» (telles que définies dans le Guide ISO 73:2009, 3.6.1.3)
potentiels, ou à une combinaison des deux.
Note 4 à l’article: Un risque est souvent exprimé en termes de combinaison des conséquences d’un événement
(incluant des changements de circonstances) et de sa «vraisemblance» (telle que définie dans le Guide ISO 73:2009,
3.6.1.1).
3.14
politique
intentions et orientation d’une organisation, telles que formalisées par sa direction
3.15
facteur déterminant
mesure de l’importance d’un élément vis-à-vis des résultats de l’organisation
2 © ISO 2016 – Tous droits réservés
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ISO 30400:2016(F)
3.16
retour d’information
information fournie à des personnes, des groupes ou des organisations au sujet des performances (4.12)
ou des activités
Note 1 à l’article: Le retour d’information obtenu dans le cadre d’un processus peut servir à confirmer ou à
modifier les actions ultérieures.
3.17
analyse comparative
comparaison des attributs, des processus ou des performances (4.12) entre les organisations
4 Termes relatifs aux ressources humaines et à la planification
4.1
capital humain
valeur des connaissances, des savoir-faire et des capacités collectifs du personnel d’une organisation
4.2
ressources humaines
RH
personnes qui travaillent au sein de l’organisation ou qui contribuent à celle-ci
4.3
management des capacités
processus utilisé pour la gestion du capital humain (4.1) nécessaire à l’exécution des engagements de
l’organisation et à l’excellence des prestations
Note 1 à l’article: L’objectif premier est de garantir que les capacités répondent, dans des conditions
économiquement rentables, aux exigences de l’organisation actuelles et dans un avenir proche. Il associe
étroitement l’implantation, la stratégie (3.5), les engagements de l’organisation, le signal de demande de main-
d’œuvre, les contraintes financières et la main-d’œuvre (10.1) totale (occasionnelle et directe). Ce mécanisme est
nécessaire à la gestion efficace des ressources.
4.4
plan de capacité
aperçu des besoins en ressources sur une période définie qui tient compte des effectifs prévus par rôle
et par savoir-faire
Note 1 à l’article: Ce plan de capacité peut comprendre des considérations en termes de développement des savoir-
faire, de reconversion, de redéploiement, de recrutement (11.1) et de recours aux partenaires de l’organisation
ainsi qu’à des sous-traitants extérieurs.
4.5
stratégie de ressources humaines
démarche de mise en œuvre des politiques (3.14) et des pratiques qui affectent les personnes et qui sont
alignées sur la stratégie (3.5) organisationnelle
EXEMPLE Intégration mondiale et réactivité locale, normalisation mondiale et réponse locale, comme pour
la mobilité de la main-d’œuvre (12.1), préférence à l’embauche locale plutôt qu’au transfert d’employés, processus
d’incitation.
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ISO 30400:2016(F)
4.6
gestion des ressources humaines
GRH
management (3.10) des personnes dans les organisations
Note 1 à l’article: La gestion des ressources humaines peut comprendre le management des talents (13.2), les
relations avec les employés et les relations industrielles, les départs, la formation et le développement, les bonus,
les rémunérations (6.5) et autres avantages sociaux, le management des performances (3.11), la gestion des griefs,
les stratégies (3.5), les mesures, les principes, les décisions de politique (3.14), les opérations, les pratiques et les
méthodes.
Note 2 à l’article: La gestion des ressources humaines optimise la contribution des personnes en faveur de la
réussite de l’organisation et des parties prenantes (5.1).
4.7
valeurs organisationnelles
normes, comportements, principes ou concepts idéaux ou énoncés qu’une organisation considère
comme importants
4.8
planification des ressources humaines
PRH
processus d’anticipation, d’évaluation (11.11), de prévision, d’énonciation et de satisfaction des besoins
de l’organisation en matière de personnel
Note 1 à l’article: La planification des ressources humaines peut veiller à ce que l’organisation dispose d’un
nombre suffisant de personnes possédant les compétences (5.3) nécessaires pour répondre à ses besoins.
4.9
système d’information des ressources humaines
SIRH
technologie informatique qui soutient la gestion des ressources humaines (4.6)
Note 1 à l’article: Le système d’information des ressources humaines peut intégrer les rémunérations (6.5) et les
avantages sociaux, la paie, le recrutement, la formation et le développement, la planification de la main-d’œuvre
(10.2), des outils d’analyse, le management des performances (3.11), entre autres.
4.10
risque RH
risque (3.13) relatif aux effets négatifs subis en conséquence du comportement ou des activités des
personnes
4.11
plan de relève
processus permettant d’identifier et de former des employés en activité habilités à occuper des postes
clés au sein de l’organisation
4.12
performance
résultat mesurable
Note 1 à l’article: La performance peur porter sur des constatations quantitatives ou qualitatives.
Note 2 à l’article: La performance peut concerner le management (3.10) d’activités, de processus, de produits
(y compris services), de systèmes ou d’organisations.
Note 3 à l’article: Dans le contexte des ressources humaines, la performance fait référence à l’exécution ou
l’accomplissement d’une tâche par des personnes, des groupes ou des organisations.
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ISO 30400:2016(F)
4.13
indicateur clé de performance
ICP
indicateurs qui sont des mesures qualitatives et quantitatives qui mettent en évidence les facteurs
critiques de réussite dans une organisation
EXEMPLE Chiffre d’affaires; rentabilité.
Note 1 à l’article: Les indicateurs clés de performance diffèrent en fonction des objectifs organisationnels et sont
souvent utilisés en tant que déterminants pour l’évaluation des performances (4.12).
4.14
travailleur occasionnel
personne engagée en tant que main-d’œuvre occasionnelle, main-d’œuvre polyvalente, entrepreneur
indépendant, travailleur indépendant ou consultant
5 Termes relatifs aux personnes et à l’organisation
5.1
partie intéressée
partie prenante
personne ou organisation qui peut soit influer sur une décision ou une activité, soit être influencée ou
s’estimer influencée par une décision ou une activité
EXEMPLE Clients, propriétaires, personnel d’une organisation, fournisseurs, banques, syndicats, comités
d’entreprise, partenaires ou société qui peut inclure des concurrents ou des groupes de pression.
5.2
dotation en personnel
processus couvrant le recrutement, le déploiement et la rétention du personnel
Note 1 à l’article: Ce processus peut être aussi bien interne qu’externe.
5.3
compétence
aptitude à mettre en pratique des connaissances et un savoir-faire pour obtenir les résultats escomptés
5.4
compétences fondamentales
compétences (5.3) essentielles à la réussite d’une organisation
5.5
modèles de compétences
processus d’analyse et de description des connaissances, des savoir-faire et des capacités des personnes
5.6
cadre de compétences
structure qui définit les compétences (5.3) des personnes dans une organisation
5.7
compétences de leadership
ensemble de compétences (5.3) indispensables pour les dirigeants dans le contexte de leur poste de
travail (5.8)
Note 1 à l’article: Cela peut comprendre le savoir-faire, les capacités, les caractéristiques et les comportements de
leadership.
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ISO 30400:2016(F)
5.8
poste de travail
zone(s) dans laquelle (lesquelles) se déroulent les acti
...
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