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Calibration Meeting
A “calibration meeting” brings together managers (who are peers) to finalize ratings of all salaried employees within their groups. During these meetings, employees’ individual results are comprehensively calibrated against their peer group – and evaluated on defined criteria that include performance relative to objectives, job-scope delivery, demonstration of leadership competencies, living the company’s values and personal development.
 
Candidate Pools

The process of engaging and grouping candidates by interest level, background, skills and experiences.
 
Candidates
A candidate is the prospective person seeking or being sought for a position or role within a company.
 
Capabilities Model
A “capability model” is generally considered to be a broader view of the total capabilities needed for success in a role, including skills and competencies, knowledge, personal and individual characteristics, personality, and cognitive abilities. It is an important tool to define success – but should be used to define a role and build development programs, providing the basis for a much simpler, higher-level set of competencies used for performance management.
 
Capability Development
“Capability development” describes the integrated concepts of talent development, performance-driven learning and operational training.
 
Capability Management
“Capability management” describes the integrated concepts of talent development, performance-driven learning and operational training.
 
CAPEX
Sometimes called “CAPEX,” the cost of developing non-consumable parts of the business is an expenditure that creates future value or benefit. This is incurred when the business spends money either to buy a fixed asset (such as a new computer or a license for an ERP application) or to add to the value of an existing fixed asset (for example, by adding more disk storage to the computer system or adding more modules to an ERP system).
 
Capstone Team
A “capstone team” is a group of people who work together on a project at the end of specific developmental programs. This team typically meets after a program to evaluate and discuss findings and results.
 
Career Development

“Career development” is an employee’s progression through a logical sequence of jobs or roles requiring the development of increased or new skills sets, which involve continually more advanced or diverse assignments, and which result in greater influence and responsibility. Ideally, employees should advance through a career path that is aligned to organizational needs and that will enable the employee to achieve his / her desired career goals.


Our research shows that best-practice career models follow two possible paths. One is the "managerial" path where an individual moves from specialist to team leader and then into management. The second is the "professional" or "technical" path where an individual can become a technical professional and take on leadership status through their expertise. While the managerial path often leads to greater compensation (not always), well run organizations have similar levels on each path and encourage people to take on technical and specialist specialties over time.
 
Career Management
“Career management” is an employee’s progression through a logical sequence of jobs requiring the development of new skills sets that are gained through advanced or diverse assignments – and which result in greater influence and responsibility.