A Glossary of Key Terms in Process Improvement Methodologies in HR

In the dynamic world of Human Resources, efficiency, precision, and continuous adaptation are paramount. Understanding core process improvement methodologies is no longer a luxury but a necessity for HR and recruiting professionals aiming to streamline operations, enhance employee experience, and leverage automation effectively. This glossary defines key terms that underpin robust process improvement strategies, offering practical insights into their application within an HR context and how they can be supercharged with automation.

Process Mapping

Process mapping is a visual representation of the steps involved in a specific workflow or process. In HR, this could involve mapping out the entire recruitment lifecycle, from initial requisition to candidate onboarding, or the performance review process. By visually detailing each step, decision point, and involved party, organizations can identify bottlenecks, redundancies, and areas ripe for automation. For instance, mapping the new hire paperwork process can reveal where e-signatures, automated data entry, or integration with HRIS systems can significantly reduce manual effort and errors.

Lean HR

Lean HR is an application of Lean manufacturing principles to human resources, focusing on maximizing value for employees and the organization while minimizing waste. Waste in HR can manifest as excessive paperwork, redundant approvals, long hiring cycles, or inefficient training programs. By adopting Lean principles, HR departments strive to eliminate non-value-adding activities, simplify processes, and foster a culture of continuous improvement, often through the use of automation tools to streamline administrative tasks and improve responsiveness.

Six Sigma (in HR)

Six Sigma is a data-driven methodology used to eliminate defects and variations in processes. In HR, this translates to improving the quality, consistency, and efficiency of HR services, such as reducing error rates in payroll processing, improving the accuracy of candidate screenings, or minimizing discrepancies in performance evaluations. By utilizing statistical analysis and structured problem-solving (DMAIC: Define, Measure, Analyze, Improve, Control), HR professionals can achieve near-perfect process outcomes, significantly enhancing reliability and compliance, often supported by automated data collection and analysis.

Kaizen

Kaizen, a Japanese term meaning “change for the better” or “continuous improvement,” is a philosophy that encourages small, incremental changes applied consistently over time to improve efficiency and quality. In HR, Kaizen can be applied to regularly review and optimize onboarding procedures, refine candidate communication workflows, or continuously enhance employee feedback mechanisms. It fosters a culture where all employees, not just management, are encouraged to identify opportunities for improvement, making it highly compatible with agile HR practices and iterative automation enhancements.

Business Process Re-engineering (BPR)

Business Process Re-engineering (BPR) involves a radical redesign of core business processes to achieve dramatic improvements in critical performance measures such as cost, quality, service, and speed. Unlike Kaizen’s incremental approach, BPR aims for a complete overhaul. In HR, this might mean fundamentally rethinking how talent acquisition operates, moving from traditional recruitment to a fully automated, AI-driven candidate sourcing and screening system, or transforming benefits administration through a self-service portal integrated with multiple vendors. BPR typically involves significant investment in technology and organizational change management.

Agile HR

Agile HR applies the principles of Agile software development to human resources management. It emphasizes adaptability, collaboration, customer-centricity (employees as customers), and continuous feedback. Instead of rigid annual plans, Agile HR favors iterative cycles (sprints) for projects like talent development, recruitment campaigns, or policy updates. This approach allows HR teams to respond quickly to changing business needs and employee feedback, rapidly test new initiatives, and continuously deliver value, making it an ideal partner for implementing and optimizing automation workflows.

Workflow Automation

Workflow automation is the use of technology to automate a series of tasks or steps in a business process, routing data, documents, or tasks between individuals or systems based on predefined rules. In HR, this could range from automating leave requests and approvals, to onboarding checklists, to the routing of résumés to hiring managers. Automation eliminates manual data entry, reduces human error, speeds up processes, and ensures compliance, freeing HR professionals to focus on strategic initiatives rather than administrative burdens. Platforms like Make.com are crucial for connecting disparate HR systems and automating complex workflows.

Robotic Process Automation (RPA)

Robotic Process Automation (RPA) utilizes software robots (“bots”) to mimic human interactions with digital systems and software to perform repetitive, rules-based tasks. In HR, RPA can automate tasks like data entry into multiple systems, report generation, processing candidate applications from various job boards, or extracting information from documents. Unlike broader workflow automation, RPA often focuses on automating existing user interface interactions without requiring deep system integrations, offering a quick win for repetitive, high-volume HR tasks that are typically manual and time-consuming.

Key Performance Indicators (KPIs)

Key Performance Indicators (KPIs) are measurable values that demonstrate how effectively an organization is achieving key business objectives. In HR, KPIs track crucial aspects like time-to-hire, employee turnover rate, training completion rates, cost per hire, employee engagement scores, and HR process efficiency. Monitoring HR KPIs is essential for evaluating the effectiveness of process improvement initiatives and automation efforts, providing data-driven insights to make informed decisions and demonstrate HR’s strategic value to the business.

Service Level Agreements (SLAs)

Service Level Agreements (SLAs) are contracts or agreements that define the level of service expected from a service provider to a customer. In an HR context, an SLA might define the expected turnaround time for processing payroll, resolving employee queries, or fulfilling a new hire requisition. Establishing clear HR SLAs helps set expectations, measure performance, and ensure accountability, driving efficiency and responsiveness within the HR department. Automation plays a critical role in meeting and reporting on these SLAs by expediting processes and ensuring consistent execution.

Root Cause Analysis

Root Cause Analysis (RCA) is a systematic process for identifying the underlying causes of problems or incidents, rather than just addressing their symptoms. In HR, RCA might be used to understand why there’s a high turnover rate in a specific department, why a particular recruiting process consistently fails to attract diverse talent, or why onboarding completion rates are low. By digging deep into the “why,” HR professionals can implement targeted and effective solutions, often involving process redesign or strategic automation, to prevent recurrence and foster sustainable improvement.

Change Management

Change management is the structured approach to transitioning individuals, teams, and organizations from a current state to a desired future state. In HR, this is critical when implementing new technologies (like an HRIS or automation platform), rolling out new policies, or restructuring departments. Effective change management involves clear communication, stakeholder engagement, training, and addressing resistance to ensure that new processes, especially those involving significant automation, are adopted successfully and yield the intended benefits without disrupting employee morale or productivity.

Continuous Improvement

Continuous Improvement (CI) is an ongoing effort to improve products, services, or processes. It’s not a one-time project but an organizational mindset and a systemic approach, closely related to Kaizen. In HR, this means regularly reviewing and refining all HR processes—from talent acquisition to employee development to offboarding—using feedback, data, and emerging technologies. Automation is a key enabler of CI, as it provides the data necessary for analysis and allows for rapid iteration and deployment of improved workflows without significant manual effort.

Value Stream Mapping

Value Stream Mapping (VSM) is a Lean methodology used to visualize, analyze, and improve the flow of work or information required to deliver a product or service. In HR, VSM can map the entire journey of an employee, from candidate application to exit interview, identifying all steps, their value, and potential waste. It helps HR professionals understand lead times, processing times, and where value is added versus where bottlenecks or non-value-adding activities occur, making it an excellent precursor to implementing targeted automation solutions.

Employee Experience (EX) Optimization

Employee Experience (EX) Optimization focuses on designing and improving the overall journey an employee takes with an organization, from their first interaction as a candidate to their last day. This includes every touchpoint: recruitment, onboarding, daily work, development, and offboarding. By optimizing EX, HR aims to create a positive and engaging environment that boosts productivity, retention, and brand advocacy. Automation plays a vital role by streamlining administrative burdens, personalizing communications, and providing self-service options, allowing HR to deliver a smoother, more efficient, and satisfying experience for employees.

If you would like to read more, we recommend this article: Strategic HR Automation: Future-Proofing with 7 Critical Workflows