ISO/TS 30428:2021 pdf – Human resource management — Skills and capabilities metrics cluster

ISO/TS 30428:2021 pdf – Human resource management — Skills and capabilities metrics cluster

ISO/TS 30428:2021 pdf – Human resource management — Skills and capabilities metrics cluster.
1 Scope This document describes and defines the five metrics of skills and capabilities. This document also provides the formula for each metric and describes the common metrics which employ the five metrics. This document also highlights issues that need to be considered when interpreting the skills and capabilities data, especially when deciding on the appropriate intervention internally and when reporting these to external stakeholders (e.g. regulators, investors). 2 Normative references The following documents are referred to in the text in such a way that some or all of their content constitutes requirements of this document. For dated references, only the edition cited applies. For undated references, the latest edition of the referenced document (including any amendments) applies. ISO 30400, Human resource management — Vocabulary ISO 30414, Human resource management — Guidelines for internal and external human capital reporting 3 Terms and definitions For the purposes of this document, the terms and definitions given in ISO 30400 and ISO 30414 and the following apply. ISO and IEC maintain terminological databases for use in standardization at the following addresses: — ISO Online browsing platform: available at https://www.iso .org/obp — IEC Electropedia: available at http://www.electropedia .org/ 3.1 learning <learning and development> broad, multifaceted set of activities focused on improving the performance of individuals and organizations through the knowledge, skills and abilities of people Note 1 to entry: Learning is the act of obtaining or acquiring new knowledge, skills and abilities and occurs through the impact of education, training and instruction, practice or study on the individual.Note 2 to entry: Formal learning is when the learner outcomes are defined and structured by the curriculum, learning and instructional design and by the organizing body or individual. Note 3 to entry: Can include reflective learning, which is a formal or informal process that deliberately draws on experience to thinking about events, relationships and learning activities to identify what has been learned and to generate and consider ideas. Note 4 to entry: Can include team learning, which is a social and relational process that occurs from collaboration between individuals leading to coordination of knowledge and behaviours as a feature of their work processes. Note 5 to entry: Workplace learning is the acquisition of work-related knowledge and skills that is the result of training that takes place at work. Note 6 to entry: Can include learning through the means of communication technology, sometimes referred to as e-learning.
4 Total development and training cost 4.1 General Development and training are used to increase the skills and capabilities of the workforce to help an organization accomplish its mission, achieve its goals and meet its needs. Many organizations make significant investments in development and training, and the total development and training cost is an important measure of an organization’s investment in human capital. While cost is an input metric, it is nonetheless an indicator of the organization’s commitment to invest in its workforce, and some research has shown a correlation to better financial performance. ISO 30414 recommends this metric be reported internally and externally by all organizations. 4.2 Description Total development and training cost is the sum of all spending on training and development within an organization. Total cost includes items such as salaries and benefits for the staff, overhead costs (such as supplies), direct costs of conducting the training (such as room rental, materials and travel cost for staff), costs for external suppliers [developers, facilitators, learning management system (LMS) providers] and tuition assistance. NOTE 1 This list is just meant to provide examples of costs to be included. This document calls for all reported training costs to be included. In practice this is measured as the sum of all spending by the internal training departments and the amount spent on tuition assistance for employees to obtain certificates or degrees. If data are available on training expenditures by other departments (not captured by the training departments), this should be added for a more complete picture. It does not include spending on training-related conferences hosted by other organizations or the travel expenditures for non-training department employees to attend training.

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