List of Terms – E


An employee is a paid worker who has an employer-employee relationship with his employer.

Because of the many other models of employment, at times the definition of employer-employee relationship is expanded beyond the customary.

Among other models commonly used are:

  • Temporary worker: Worker employed for a short time as a substitute or as part of a limited project. His/her working model can be that of a salaried employee with a short-term agreement or some other model that does not create an employer-employee relationship.
    Contract worker – Worker employed through an employment agency, but in practice his work is carried out on the location of another employer who manages the employee.
  • Self-employed: Employee who earns a living without being employed by an employer. The self-employed worker sends an invoice to his employer for his work.
  • Outsourcing: Performing a portion of the activities of the company / organization using the employees of a third-party provider who manages its employees. The relationship between the company and the provider is long-term, and payment is usually based on the hours worked by employees of the provider in the service of the company.
  • Subcontractor: Performing a portion of the activities of the company / organization using the employees of a third-party vendor who manages its employees. The relationship between the company and the vendor is for a specific project, time frame, and price.





Employee Engagement

Engaged employees are ones who is fully involved in, and enthusiastic about their work, and thus will act in a way that promote their organization’s interests.

Employee Engagement is a measurable degree of an employee’s positive or negative emotional attachment to their job, colleagues and organization, that influences their willingness to learn and perform at work. Thus engagement is distinctively different from employee satisfaction, motivation and organizational culture.

Studies show correlation between employee engagement and desirable business outcomes such as retention of talent, customer service, individual performance, team performance, business unit productivity, and even enterprise-level financial performance.




Employee Evaluation

Please see Performance Appraisal




Employee-employer relationships

Employee-employer relationships determine the rights and obligations of employees and employers, in accordance with the written contract or the nature of the relationship created between them in practice. Employee rights and obligations are defined by the law that determines what happens when the relations between the parties are terminated.






Employee File / Personal File / Core HR

A file that contains all the information about the employee that the employer has accumulated. The information can contain documents and data from the period of the employee’s recruitment, such as the CV, interview summaries, evaluations, the employment agreement; and data collected over the years of employment with the organization, such as performance reviews, training, promotions, and more. Computerized HR systems help manage the employee file, but potions of it must still be stored as printed, physical documents. The employee has a right to access the entire content of the file.


Learn more about Core HR





Employee / Labor Agreement

An employee/ labor agreement is a binding agreement between an employee and employer, creating employer-employee relations. This agreement defines the rights and obligations of the employee within the framework of the workplace and specifies working conditions specific to a job




Employee’s lifecycle

Employee lifecycle is divided into four main stages: planning to recruit an employee, recruitment, retention, and termination of employment.

Each of these stages consists of several sub-stages:


Planning to recruit:

  • Defining the need – identification of demand that cannot be met within the existing human resources of the organization
  • Analyzing the requirement – determining the knowledge, experience, skills and competencies needed to meet the requirement
  • Defining the position  – determining how the position fits into the organizational structure
  • Updating the registry of line positions –setting a budgetary framework for the position



  • Compiling the profile of a possible candidate – defining the areas of required professional knowledge, education, skills and competencies, etc.
  • Determining the method for searching for and locating of candidates – publicizing the requirement: advertising on recruitment sites, social networks, placement agencies, referrals, etc.
  • Advertising and searching – advertising with effective recruitment resources
  • Selecting candidates – initial screening of potential candidates, interviews, assessments, etc.
  • Recruitment and onboarding – negotiations with the appropriate candidate and signing of employment agreement, followed by onboarding – administration, employee training, etc.


Employee retention and talent management:

  • Onboarding follow-up – employee training upon and setting measures for various landmarks in the onboarding process (after a month, after 3 months, etc.)
  • Performance management – employee performance evaluation that takes place periodically, using a questionnaire, based on which opportunities for promotion, compensation, required training, etc. are considered.
  • Learning management – building of the annual training program for the organization: defining training needs by positions / departments; choosing a training solution based on internal organizational or external training; defining training resources: trainers, classrooms, etc.
  • Internal mobility and promotion – identifying employees whom the organization wants to retain and promote, and identifying the need of the organization for the position that the new hire is to fill. At the same time,  determining who will replace the employee after he is promoted (career and succession planning). 
    Similarly, it should be determined which employees are least deserving of promotion in order to initiate a process of improvement of these employees.
  • Retention, compensation, and wages – checking whether the employee’s working conditions should improve.


Termination of employment:

  • Termination of employer-employee relations because of retirement / resignation / dismissal – proper management of this step significantly reduces the chances of crisis situations that may develop: identification of employee dissatisfaction, preparation, communicating job termination to other employees in the organization, etc.
  • Assessing the validity of the need – whether a replacement is needed, whether it is possible to divide the responsibility inherent in the position between employees of the organization, whether the job requirement will have to be modified, etc.
    There are cross references between and within employee lifecycle stages.



Learn more about the Recruitment System

Learn more about the Talent Management System

Learn more about the Performance Management System

Learn more about the Learning Management System

Learn more about the Compensation Management System

Learn more about Career and Succession Planning System





Employee Recruitment

Recruitment is the process of staffing an open position by hiring a new employee.
The process is part of the employee lifecycle of in an organization; it includes:

  • Compiling a profile for a suitable candidate – defining required professional knowledge, education, skills and competencies, etc.
  • Setup of a search for candidates – how to publicize the hiring: advertising on job sites, social networks, placement agencies, referrals, etc.
  • Advertising and search – advertising with effective recruitment sources
  • Candidate selection –initial screening of potential candidates, interviews, assessments, etc.
  • Recruitment and onboarding – negotiations with the suitable candidates, the signing of an employment contract, followed by the onboarding process – administration, employee training, and more.


Learn more about the Recruitment System





Employee Training and Development

Employee training and development also known as human resource development, and learning and development, is a process aimed at improving the performance of individuals and groups of workers.
Training and development includes three separate, yet interrelated, activities:

  • Training – focused upon, and evaluated against, the job that an individual currently holds.
  • Education – focuses upon the job that an individual may potentially hold in the future, and is evaluated against it.
  • Development – focuses upon the activities that the organization or the employee is part of, may partake in the future, and is almost impossible to evaluate.

The right learning plan aligns training and development programs to individual needs, corporate objectives and available budgets and resources.


Learn more about the Learning System




Employee self-service (ESS) is a secured web-based system that provides employees with access to their personal information, their payroll details, attendance, absence and work schedules. Often the ESS and MSS (Manager Self Service) enable employees send request for vacation/absence to their manager for consideration and approval / rejection.

As such, the ESS/MSS reduce administrative work, prevent errors due to manual data entry and eliminates unnecessary paperwork.

Moreover, a new generation of ESS/MSS is designed to empower employees and managers to take more responsibility for their jobs and development: employee appraisals, objective settings, performance management, learning, career planning, analytics and more.


Learn more about Self Service system