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A “calibration meeting” brings together managers (who are peers) to finalize ratings of all salaried employees within their groups.
"Candidate pools" are generated from the process of engaging and grouping candidates by interest level, background, skills, and experiences.
“Candidate relationship management” (CRM) is a strategy for administering the interactions of talent acquisition functions with job applicants and potential candidates. It involves using technology, not only to organize, automate, and synchronize candidate-related business processes, principally sourcing and recruiting activities—but also to promote the employer brand, and the development of talent pools or communities. CRM also includes building a positive candidate experience, managing candidate communities, and maintaining positive relationships for those candidates not selected.
Please Note: "CRM" can refer to "customer relationship management," as well as "candidate relationship management."
“Capability augmentation” (as it pertains to change management) refers to the training or retraining of existing employees, and / or the addition of new staff members (whether as employees, consultants, or contingent workers) based on the results of a gap analysis.
A “capability gap analysis” (as it pertains to change management) helps to identify the gap between the current and desired capabilities of individuals and groups affected by a given change in an organization. This type of analysis provides a high-level view and occurs early in change readiness planning. Its primary purpose is to pinpoint potential issues, so that the project plan can be adjusted accordingly. It can also form the foundation for creating more detailed training and hiring plans that will be developed in later phases of a change initiative.
Iterative in nature, a capability gap analysis should be updated throughout the planning and execution phases of the change project. As decisions are made and the impacts on other functions and stakeholders continually assessed, further clarity is gained on the actions needed to close current capability gaps.
A four-step process (see graphic below), a capability gap analysis helps an organization to understand and quantify the gap that exists between its present state and its desired future state. By analyzing these differences, the organization can take actions
to eliminate the capability gap and achieve the desired outcomes of the change initiative.
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