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Backfill
“Backfill” is supplying a substitute worker to fulfill the duties of the employee while that person is working on another project (e.g., a change management or implementation team) to ensure that person’s day-to-day tasks are completed.
 
Balanced Scorecard

“Balanced scorecard” is a process for establishing a “strategy-focused organization,” which sets measurable targets for each operational process and support unit. It breaks business strategy into four levels of goals—financial, customer, process, and people. The Bersin Talent Management Framework fits into this process.

 

For more information on balanced scorecard, consult http://balancedscorecard.org/.

 
Behavioral Anchor
“Behavioral anchor” (or “defined behavior”) is a specific example of a competency level used to help managers and employees to understand how to use a competency model. For example, if you want to define a high level of proficiency (say level 5) in “customer service” (a competency), the behavioral anchor may be “calls customers back within 1 hour, engages customers in open dialogue, resolves customer problems before hanging up, etc.” The behavioral anchors are specific, easy-to-apply examples of behaviors that demonstrate the competency and proficiency level.
 
Behavioral Economics
“Behavioral economics” (and the related subfield, behavioral finance) studies the effects of psychological, social, cognitive, and emotional factors on the economic decisions of individuals and institutions, as well as the consequences for market prices, returns, and resource allocation. Behavioral economics seeks to unite the basic principles of neoclassical economics with the realities posed by human psychology. 
 
Behaviors
A "behavior" is the way in which someone expresses general character, state of mind, or a response to a situation or other people. In other words, a behavior is an observable representation of competencies or capabilities that demonstrate what it looks like to perform the competency or capability. Typically, a number of behaviors comprise a single competency or capability.
 
Bench
The term “bench” (also known as the "pipeline") refers to an organization’s ongoing need to have a pool of talent that is readily available to fill positions at all levels of management (as well as other key positions) as the company grows. At each level, different competencies, knowledge, and experiences are required; to keep the bench filled, the organization must have programs that are designed to develop appropriate skills sets.
 
Bench Strength

“Bench strength” refers to the capabilities and readiness of potential successors to move into key professional and leadership positions. The term comes from baseball, for which it refers to a team's lineup of highly skilled players who can step in when a player is hurt or replaced.

 

In business, bench strength is critically important because organizations continuously go through turnover, restructuring, and changes in business strategy. Whenever a critical person leaves (whether in leadership, management, or line operations), the organization should have a "ready successor" or plan for a replacement in order to avoid business interruption.

 
Bench Strength Assessment
A "bench strength assessment" is a form of an aggregate skills-gap analysis in which the organization assesses internal talent readiness as measured by collective competence in a given skills set, and / or the number of individuals judged ready (or soon-to-be ready) to replace a specific role, or to meet the talent requirements for a future business initiative.
 
Benchmarking
"Benchmarking" is the practice of establishing one or more metrics as a common point of reference, then using it to compare with organizations that are in the same industry or region, are similar in size, and / or are alike in some other key way. Benchmarking offers a way for organizations to assess whether they are keeping up with, falling short of, or surpassing norms.
 
Benefit Milestones
“Benefit milestones” refer to predetermined checkpoints during the course of a change initiative that are used to evaluate the actual versus anticipated positive outcomes. These milestones are usually outlined in and incorporated from the project’s business case.