1ST ANNUAL NATIONAL HR

STANDARDS REPORT

2013-2014

SABPP AGM

Marius Meyer

24 July 2014

@SABPP1

FOLLOW US ON :

@sabpp1

@mariussabpp

@siphiwemoyo

#hrstandards

SABPP Professional Values

RESPONSIBILITY

I

RESPECT

INTEGRITY

COMPETENCE

SOUTH AFRICAN HR COMPETENCY MODEL

STRATEGY

TALENT MANAGEMENT

HR GOVERNANCE, RISK, COMPLIANCE

ANALYTICS & MEASUREMENT

HR SERVICE DELIVERY

5 HR

CAPABILITIES

LEADERSHIP & PERSONAL CREDIBILITY

ORGANISATIONAL CAPABILITY

SOLUTION CREATION & IMPLEMENTATION

INTERPERSONAL & COMMUNICATION

CITIZENSHIP FOR FUTURE: INNOVATION, TECHNOLOGY, SUSTAINABILITY

CO

RE

CO

MP

ET

EN

CIE

S

HR & BUSINESS KNOWLEDGE

DUTY TO SOCIETY

ET

HIC

S

PR

OF

ES

SIO

NA

LIS

M

4 PILLARS

Critical questions

1. How many of you would like to eat in a

restaurant without standards?

2. Or stay in a hotel without standards?

3. Or send your child to a school (or pre-

school) without standards?

4. Or get operated in a hospital without any

standards?

5. Or use an airline without standards?

Then when it comes to HR …

Why do we continue to

manage people and govern

the most precious part of our

organisations (i.e. people)

without standards?

Top facts about HR

• Human Capital is the biggest concern for

CEOs (PwC).

• Only 18% of CEOs feel confident that they

have the right people in place to execute

strategy (CEB).

• Human Capital is the biggest risk in

business (HCI Africa).

• Skills crisis is the top obstacle to economic

growth.

• Strikes cost SA R197 million per day.

More facts about HR

• SA losing R12 billion a year due to absenteeism.

• Only 5% of employees understand business

strategy.

• World-wide only 13% of employees actively

engaged.

• Companies with engaged employees outperform

others by 202% (Dale Carnegie).

• Companies with good HR Practices outperform

others by treating HR as critical business function,

these companies are 105% more profitable.

• Average ROI on wellness programmes: 300%.

Globally standards are a framework for consistency &

continuous improvement and managing risk through

controls

“Consistency is far better than rare moments of greatness “

Strengthening the human factor in management systems

Global approaches to standards

• Production and safety lead – ISO standards

• Professional standards – accounting

• Top global companies – their own standards

• Canada – HR Standards & Metrics

• USA – HR Metrics (SHRM)

• ISO HR project started

• South African National HR Standards

Why a national HR Standard?

• We need to improve the quality of HR

practice.

• HR will not be seen as a true profession

without standards.

• Inconsistencies – practices, sites, business

units, companies, industries.

• Too many bad examples of things going

wrong – Marikana, Medupi.

• Raising the bar for the HR profession and

business impact.

468 HR Leaders developing

HR Standards for South Africa

HR Standards Facilitators

Kate Dikgale-Freeman Michael Robbins Linda Chipunza

BUSINESS STRATEGY – HR BUSINESS ALIGNMENT

❶ StrategicHRM

❷ TalentManagement

❸ HR RiskManagement

HR ARCHITECTURE

HR VALUE & DELIVERY PLATFORM

❹Work-force

planning

❺

Learning

❻Perfor-mance

❼

Reward

❽Well-ness

❾ERM

❿OD

⓫ HR Service Delivery

⓬HR Technology

(HRIS)

Prepare

Imple-ment

Review Improve⓭ HR MEASUREMENTHR Audit: Standards & Metrics

H R

C O

M P

E T E N C

I E SSABPP HRM SYSTEM STANDARD MODEL

HR Standards Supporters

Market reaction to project

COUNTRY INTEREST• All over SA (all 9 provinces)

• USA (SHRM and ISO)

• UK (CIPD)

• Australia

• Netherlands

• Zimbabwe

• Zambia

• Botswana

• Namibia

• Lesotho

• Swaziland

• Kenya

• Ghana

• Malaysia

IMPACT• 468 HR Managers at launch

• More than 1300 people at awareness sessions

• 145 CEOs from 12 African countries

• Published in 5 local textbooks

• Published in 1 global textbook

• 33 articles

• 6 newspaper articles

• National television

• 4 radio stations

• 21 universities on board

• 19 professional bodies/associations

HR Standards Journey

Phase 1:

HR MANAGEMENT SYSTEM STANDARD

(21 May 2013)

Phase 2:

HR MANAGEMENT SYSTEM APPLICATION

STANDARD(20-21 Aug 2013)

Phase 3:

HR PROFESSIONALPRACTICE STANDARDS

(14 May 2014)

“WHAT” STANDARD

What are the elements of the HR system?

13 elements:DefinitionObjectives

Implementation(High level)

“HOW TO” STANDARD

How can we apply the HR System standard?

How to apply the 13 standard elements

“WHAT” AND “HOW” OF SPECIFIC PROFESSIONAL PRACTICE STANDARDS

• Succession Planning• Employment Equity• Career Development• Engagement• Learning culture• Change management• Organisation design

HR RISK MANAGEMENT

DEFINITION

HR Risk Management is a systematic

approach of identifying and addressing people

factors (uncertainties and opportunities) that

can either have a positive or negative effect

on the realisation of the objectives of an

organisation.

SABPP (2013)

❸

HR RISK MANAGEMENT

OBJECTIVES

3.2.1 To increase the probability and impact of positive events and decrease the

probability and impact of negative events caused by people factors on the

achievement of organisational objectives.

3.2.2 To align HR and people management practices within the governance, risk

and compliance framework and integrated reporting model of the organisation.

3.2.3 To ensure appropriate risk assessment practices and procedures relating to

people factors are embedded within the organisation.

3.2.4 To ensure appropriate risk controls are designed and applied to HR

activities and interventions.

3.2.5 To contribute in creating and sustaining a risk culture in an organisation

which also encourages innovation and creativity.

SABPP (2013)

HR RISK MANAGEMENT PROCESS

Assessment of risk tolerance for each risk

Identify and evaluate impact of

HR risks

HR practices, programmes, metrics to

manage risks

HR Risk Map

HR Risk Register

Organisation’s risk management structures and

processes

HR Risk Register

HR Risk Management

Plan

HR Risk Map

MONITOR & EVALUATE

HR MEASUREMENT SYSTEM

MONITOR &

EVALUATE

What are the drivers behind those issues?

What issues do we need to manage

(risks/opportunities)?

What are the outcomes specified

in the SLA?

How can we measure those in a Balanced

Score Card?

METRICS

METRICS FOR PEOPLE MANAGEMENT IN THE ORGANISATION

METRICS FOR HR EFFECTIVENESS/

EFFICIENCY

How can we measure those

drivers?

Management system & resources to collect

and report

Financial and operational reporting

systems in organisation

National HR Governance Strategy Alignment

HR Professional Standards:• HRMS (13)• HRMSAS (13)• HRPPS (30+)

HR Products/Services:• CPD• Mentoring• Professional registration• Research• HR Academy – QCTO• Curriculum standards

HR Metrics:• National HR Scorecard• HR Service Standards

HR Auditing:• Internal Audit• External Audit

King IV:HR Governance

ISO: HR

IntegratedReporting

HR Competencies

HR External Auditing Process

1. Request for Audit

2. Receive Assessment Tool

3. Agree on date(s) for audit

4. Site visit (1 Lead Auditor + 3 Auditors) –

scoring instrument & consensus meeting

5. Audit Report and presentation

6. Certification

ROLE OF HR LEADERS –

PRACTICAL GUIDELINES

• Create awareness among HR team members

• Ensure that the HR Standards and Competency Model are

applied at your organisation

• Do an internal self-assessment on the HR Standards

• Fill any gaps where necessary

• Invite internal audit to audit you against the standard

• Arrange an external audit by SABPP (certification)

• Implement continuous improvement interventions to build a

robust HR Management system against the National HR

Standard

• Participate at launch of Professional Practice Standards at

2nd Annual Standards Conference (28 August)

HR ARCHITECTURE

I

HR VALUE & DELIVERY PLATFORM

Work-force

planning

Learning&

Deve-lopment

Perfor-manceMana-

gement

Reward &Recogni-

tion

Em-ployee

wellness

Employ-ment Rela-

tions

Organi-sationDeve-

lopment

HR Service Delivery

HR Technology(HRIS)

SABPP PROFESSIONAL PRACTICE STANDARDS

RecruitmentSelectionOnboardingEmployment equitySuccession planningCareer management

Workplace learningTraining needs analysisLearning designFacilitationEvaluationLearning cultureKnowledge managementGraduate development

Performanceappraisals

RemunerationWellness

programmes

Grievance proceduresDisciplinary proceduresCollective bargainingDispute resolutionDiversity managementAbsenteeism management

Leadership developmentOrganisation cultureChange managementMentoring & CoachingOrganisation designEmployee engagement

HRIS

Conclusion

HR standards are needed to improve the

consistency and quality of HR management.

The project has been a success and

continues to attract attention.

Thank you for your support. See you on

28 August at HR Standards Phase 3 launch.

For more information, contact us on executiveoffice@sabpp.co.za

SABPP BLOG

For regular updates join our special

HR Standards Blog:

www.hrtoday.me

Let us meet or exceed the national HR

Standards

professional@sabpp.co.za (Professional Registration)

kenneth@sabpp.co.za (Stakeholder Relations)

penny@sabpp.co.za (Research)

naren@sabpp.co.za (Learning & Quality)

marius@sabpp.co.za (Strategy inputs)

voice@sabpp.co.za (Social media)

Website : www.sabpp.co.za Blog: hrtoday.me

New office: 8 Sherborne Str, Parktown, South Africa

Tel: +27 11 482-8595 Fax: +27 11 482-4830

Cel: 082 859 3593 (Marius Meyer)