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B 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. Bersin Talent Management Framework® fits into this process. (For more information on the balanced scorecard, consult http://www.bscol.com.) |
Behavioral Anchor“Behavioral anchor” or “defined behavior” is a specific example of a competency level used to help managers and employees 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, et al.” The behavioral anchors are specific, easy-to-apply examples of behaviors that demonstrate the competency and proficiency level. |
BehaviorsThe way in which someone expresses general character, state of mind, or a response to a situation or other people. Typically, there are a number of behaviors that comprise a single competency. |
Bench“Bench” 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, and (to keep the pipeline filled) the organization must have programs designed to develop appropriate skills sets. (Also known as the “pipeline.”) |
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, where it refers to a team's lineup of highly skilled players who can step in when a player is hurt or replaced.
In the business setting, 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 replacement in order to avoid business interruption. |
Bench Strength AssessmentA form of 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. |
BenchmarkingThis is the practice of establishing one or more metrics as a common point of reference, then using it to compare 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. |
Benefits & Wellness ServicesServices that manage company-provided extras for employees other than financial elements. Particularly focused on employee health insurance, disability and leave.
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Best-Practice OrganizationBersin defines a “best-practice” process or a “best-practice” organization as one that ranks in the top 10 percent to 15 percent of all organizations or processes in terms of business impact (among peer organizations). The calculation and definition of a best-practice process or organization varies across subject areas. In learning organization benchmarking, for example, the definition includes 16 different measures, such as “alignment with the business,” “employee satisfaction in the training department,” “ability to deliver learning quickly and on-time,” “ability to utilize e-learning to drive high levels of impact,” and more. Bersin uses proprietary assessments and analyses to determine these impact measures, which are designed to understand the overall business impact of a process or organization. (Peer organizations are defined as those of similar size and structure.) |
BigDataThe term "BigData" refers to the use of advanced analytics tools and programs to look at vast amounts of employee, customer, and transaction data. In the case of HR or L&D, organizations have huge amounts of people-related data (skills, performance ratings, age, tenure, safety record, sales performance, educational background, manager, prior roles, etc.) which can be used to better understand the organization's current makeup, performance, and risk. In IT the term refers to the analysis of databases so large that they do not fit into traditional database technologies.
There are hundreds of new tools, consultants, and techniques for analyzing BigData. Our research shows that organizations go through four stages of evolution as they build BigData in HR strategies: reactive, proactive, strategic, and predictive. This four-stage maturity model explains how organizations evolve from highly scalable reporting systems to advanced analytics, risk mitigation, and models.
Our research shows that every company has the opportunity to use BigData in their people strategies. For example, a financial services organization analyzed high-performers in its sales organization and and then use those factors (called "dimensions") to screen candidates, raising first-year sales performance by more than 20%. ,
By using analytics tools and techniques organizations can now start to develop a "people model" for their teams, and understand precisely how these people-related factors directly relate to business results. They can also use this data to assess organizational risk, leadership pipeline, engagement factors, and impending workforce gaps in the future. |
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