> Note: this material is descriptive reference content and does not constitute legal or employment advice. For assessments specific to the applicable jurisdiction, consult a qualified professional.
What is the difference between recruitment and talent acquisition?
Recruitment is the tactical process of finding and selecting candidates to fill immediate open positions. Talent acquisition is a strategic and ongoing approach that encompasses building candidate pipelines, developing employer brand, long-term workforce planning, and cultivating relationships with passive candidates. In short: recruitment solves a present need; talent acquisition anticipates future ones.
What is an ATS and what does it do in a selection process?
An Applicant Tracking System (ATS) is a software platform that automates and centralizes recruitment management. It enables posting job openings across multiple channels, receiving and filtering applications, organizing selection stages (screening, interviews, assessments), communicating with candidates, and generating reports. It reduces administrative burden for recruiters, improves the candidate experience, and ensures traceability of selection decisions for compliance purposes.
How is employee turnover rate calculated?
The turnover rate is calculated by dividing the number of employees who left the organization in a period (typically one year) by the average headcount for the same period, then multiplying by 100. Example: 20 departures with an average headcount of 200 = 10%. It is important to distinguish voluntary turnover (resignations) from involuntary turnover (dismissals) to identify root causes and appropriate corrective measures.
What is the lawful basis for processing employee data under the GDPR?
Under Art. 6 of the GDPR (EU Reg. 2016/679), employee data processing typically rests on three legal grounds: performance of the employment contract (Art. 6.1.b - necessary for payroll, attendance, benefits management), legal obligation (Art. 6.1.c - to comply with statutory requirements such as tax declarations or occupational health monitoring), and legitimate interest (Art. 6.1.f - for purposes such as IT security or fraud prevention). Consent is rarely an appropriate legal basis in the employment relationship due to the power imbalance between employer and employee. For assessment of a specific case, consult a qualified professional.
How long does an organization have to respond to a DSAR?
Under Art. 12 of the GDPR (EU Reg. 2016/679), the organization must respond to a data subject access request (DSAR) within 30 calendar days of receipt. In cases of complexity or high volume of requests, the deadline may be extended by a further two months, with notification to the requester within the first month. In the HR context, a DSAR may cover the personnel file, evaluation history, attendance records, and organizational communications. For operational management, consult the organization's Data Protection Officer (DPO).
What is eNPS and how is it interpreted?
The Employee Net Promoter Score (eNPS) is a metric measuring the level of employee engagement and propensity to recommend the organization as a workplace. It is calculated by subtracting the percentage of detractors (score 0-6) from the percentage of promoters (score 9-10), ignoring neutral responses (7-8). A positive eNPS indicates a generally favorable climate; scores above +20 are considered good, above +50 excellent. The absolute score is less informative than its trend over time and comparison with industry benchmarks.
What data retention period applies to HR employee data?
Retention periods vary based on data category and applicable regulations. As a general reference: payroll and accounting documents follow national tax obligations (e.g., typically 5-7 years in the UK; requirements differ by jurisdiction); personnel files are often retained for the duration of the employment relationship plus the applicable limitation period for potential legal claims; CV and candidate data for unsuccessful applicants is typically kept for 6-24 months based on legitimate interest or consent. For an accurate and current assessment, consult a qualified professional in your jurisdiction.
What is structured onboarding and what are its benefits?
Structured onboarding is a formal and planned program guiding the new hire through integration phases: completing administrative paperwork, configuring system access, cultural orientation, policy training, introductions to the team and key stakeholders, and defining initial objectives. Documented benefits include reduced turnover in the first 12 months, faster achievement of full productivity, higher employee satisfaction, and stronger organizational belonging.
How should a performance review process be structured?
An effective performance review process is characterized by: clear and measurable objectives defined at the start of the evaluation period (e.g., using OKRs or SMART criteria), regular check-ins during the year (monthly or quarterly) to monitor progress and provide real-time feedback, a formal end-of-period evaluation based on objective criteria and gathered evidence, multi-source feedback (manager, peers, direct reports) to reduce individual bias, and a development-oriented conversation focused on future growth rather than only retrospective judgment.
What is a PIP and when is it activated?
A Performance Improvement Plan (PIP) is a formal document activated when an employee's performance does not meet the minimum role expectations. It defines specific and measurable objectives to be achieved within a defined timeframe (typically 30-90 days), the support actions the organization commits to providing (training, coaching, additional resources), evaluation criteria, and consequences in case of failure to improve. Activation of a PIP should be preceded by informal feedback conversations. For the legal and procedural implications, consult a qualified employment professional.
What is the difference between FTE and headcount?
Headcount is the total number of individuals physically employed by the organization at a given point, regardless of their contracted working hours. FTE (Full-Time Equivalent) normalizes this count by working hours: a 50% part-time employee contributes 0.5 FTE. Headcount is useful for organizational reporting and space planning; FTE is the correct metric for workforce cost planning, productivity analysis, and comparisons across organizations with different contract models.
How does 360-degree feedback work?
360-degree feedback collects competency and behavioral feedback about an employee from multiple sources: the direct manager (downward), same-level colleagues (peer, lateral), direct reports (upward), and in some cases internal customers. Feedback is collected via structured questionnaires, aggregated anonymously, and presented to the employee in a report. It provides a more complete and less biased picture than manager evaluation alone and is particularly useful for identifying blind spots and development areas.
What is succession planning and why does it matter?
Succession planning is the process by which an organization identifies critical roles, assesses the succession risk for each, and proactively develops internal candidates as potential successors. It reduces key-person dependency, ensures operational continuity in the event of unexpected departures, and builds an internal leadership pipeline. Identified candidates receive accelerated development through stretch assignments, coaching, and job rotation to close competency gaps relative to the target role.
How is training ROI measured?
Training ROI is measured by comparing the benefits obtained from a training intervention with the costs incurred. The Kirkpatrick model evaluates four levels: reaction (participant satisfaction), learning (knowledge and skill acquisition), behavior (transfer to the work context), and results (impact on organizational KPIs). Economic ROI calculation is possible when fourth-level results are quantifiable (e.g., reduced turnover, increased productivity, reduced error rates). In contexts where impact is not easily monetized, measurement stops at Kirkpatrick level 3 or 4.
What is internal mobility and what are its advantages?
Internal mobility is the transfer of an employee from one position, team, or location to another within the same organization. It can be horizontal (lateral role change), vertical (promotion), or geographic (relocation). Organizational advantages include reduced recruitment costs, preservation of institutional knowledge, improved retention of high-potential employees, and the development of more versatile professional profiles. Employee advantages include new skill development, greater organizational belonging, and more varied career pathways.
How is pay equity promoted?
Promoting pay equity is based on a set of descriptive practices: an objective job grading system classifying positions based on measurable criteria (responsibility, complexity, impact), periodic analysis of compensation data disaggregated by gender, age, and other protected characteristics to identify gaps not justified by objective factors, transparency in the criteria guiding compensation decisions, and merit review processes based on documented criteria. For the specific legal obligations on pay equity applicable in your jurisdiction, consult a qualified employment professional.