hr standards 4 nov 2014
DESCRIPTION
An overview of the National #hrstandards2014 #SABPP @hrfuturemagTRANSCRIPT
4 November 2014
Penny Abbott Xolani Mawande Alan Hosking Marius Meyer
@SABPP1
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 STANDARDS MODEL
STANDARD ELEMENT #1
STRATEGIC HR MANAGEMENT
❶
STRATEGIC HR
MANAGEMENT STANDARDDEFINITION
Strategic HR Management is a systematic
approach to developing and implementing
long-term HRM strategies, policies and plans
that enable the organisation to achieve its
objectives.
SABPP (2013)
STRATEGIC HR
MANAGEMENT STANDARDOBJECTIVES
1.2.1 To ensure the HR strategy is derived from and aligned to the organisation’s
objectives in consultation with key organisational stakeholders.
1.2.2 To analyse the internal and external socio-economic, political and
technological environment and provide proactive people-related business
solutions.
1.2.3 To provide strategic direction and measurements for strategic innovation and
sustainable people practices.
1.2.4 To provide a foundation for the employment value proposition of the
organisation.
1.2.5 To establish a framework for the HR element of the organisation’s
governance, risk and compliance policies, practices and procedures which
balance the needs of all stakeholders.
1.2.6 To determine an appropriate HR structure, allocate tasks and monitor the
development of HR competence to deliver HR strategic objectives.
SABPP (2013)
STRATEGIC HRM PROCESS
Framework of HR policies & programmes
Environmental scan (PESTL)
HR structure, service model and capability
development
People strategy
HR strategic agenda
Organisation’s strategic intent
HR strategic agenda
HR business
plan
People strategy
Allocate roles & responsibilities
(line/HR/support functions)
MONITOR & EVALUATE
Strategic HR: It is all about alignment
STANDARD ELEMENT 2
TALENT MANAGEMENT
❷
TALENT MANAGEMENT
STANDARDDEFINITION
Talent Management is the proactive design
and implementation of an integrated talent-
driven organisational strategy directed to
attracting, deploying, developing, retaining
and optimising the appropriate talent
requirements as identified in the workforce
plan to ensure a sustainable organisation.SABPP (2013)
TALENT MANAGEMENT
OBJECTIVES
2.2.1 To build a talent culture which defines the organisation’s philosophy, principles and integrated
approach to talent, which leverages diversity and is communicated in a clear employment value
proposition.
2.2.2 To identify strategically critical positions and leadership roles and capabilities in the organisation into
the future from the Workforce Plan that will determine the sustainability and growth of the organisation.
2.2.3 To set up processes and systems which will:
• Attract a sustainable pool of talent for current objectives and future organisation needs.
• Achieve employment equity progress in the spirit of the legislation to achieve transformation.
• Manage the retention and reward of talent.
• Develop the required leadership skills.
• Plan for succession to key roles
• Identify high potential employees and link them with key future roles in the organisation through
monitored development plans.
• Identify through assessment the optimal development opportunities for talent.
2.2.4 To agree appropriate roles for relevant stakeholders in the development and management of talent.
2.2.5 To monitor and report on talent management key results areas and indicators.
SABPP (2013)
Talent management
STANDARD ELEMENT 3
HR RISK MANAGEMENT
❸
HR RISK MANAGEMENT
STANDARD
DEFINITION
HR Risk Management is a systematic
approach of identifying and addressing people
risks (uncertainties and opportunities) that can
either have a positive or negative effect on the
realisation of the objectives of an
organisation.
SABPP (2013)
HR Risk?
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: It is all about
people factors
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
STANDARD ELEMENT 4
WORKFORCE PLANNING
❹
WORKFORCE PLANNING
DEFINITIONWorkforce Planning is the systematic identification
and analysis of organisational workforce needs
culminating in a workforce plan to ensure
sustainable organisational capability in pursuit of the
achievement of its strategic and operational
objectives. The workforce plan will set out the
actions necessary to have the right people in the
right place at the right time.
WORKFORCE PLANNINGOBJECTIVES
• To design a workforce plan which meets the needs of the organisation in
consultation with line management, and adjust strategy accordingly, taking into
account workforce and labour market trends in relation to the relevant industry
sector, within the spirit of the employment equity legislation
• To align the workforce planning cycle with the strategic planning and budgeting
cycle of the organisation, as well as talent management where relevant
• To ensure appropriate budgeting and cost modelling to prepare the budget for
the workforce plan
• To ensure an adequate supply and pipeline of appropriately qualified staff
through sourcing staff and building the future supply of the right skills to meet
the needs of the organisation
SABPP (2013)
WORFORCE PLANNING PROCESS
Future workforce forecasts - costed
scenarios
GAP ANALYSIS
PLANS TO CLOSE GAPS
Present workforce
MONITOR & EVALUATE
Business strategy & plans
Internal & external trends
COMPARE
Workforce scheduling
Recruitment, assessment and
selection
STANDARD ELEMENT 5
LEARNING AND DEVELOPMENT
❺
LEARNING & DEVELOPMENT
DEFINITION
Learning and development is the practice of
providing occupationally directed and other learning
activities that enable and enhance the knowledge,
practical skills and work place experience and
behaviour of individuals and teams based on current
and future occupational requirements for optimal
organisational performance and sustainability.
SABPP (2013)
LEARNING & DEVELOPMENT
OBJECTIVES
• To create an occupationally competent and engaged workforce which builds organisational
capability, providing employees with opportunities to develop new knowledge and skills
• To focus learning and development plans on improving people’s ability to perform to
achieve organisational objectives and provide the means for measuring the impact of
learning and development interventions.
• To support and accelerate skills development and achievement of employment equity and
organisational transformation and limit the impact of skills shortages.
• To create a learning culture and environment that enables optimal individual, team and
organisation learning and growth in both competencies and behaviour.
• To capture and replicate and enhance critical knowledge within the organisation.
• To ensure learning and development is a catalyst for continuous improvement, change and
innovation.
SABPP (2013)
LEARNING AND DEVELOPMENT
PROCESS
Integrated L&D approach & programmes
Structure & capability of L&D
resources
MONITOR & EVALUATE
Business strategy &
plans
External trends
Knowledge managementSkills
develop-ment
legislation
Current compet-encies
L&D is key
STANDARD ELEMENT 6
PERFORMANCE MANAGEMENT
❻
PERFORMANCE MANAGEMENT
DEFINITION
Performance management is a planned
process of directing, developing,
supporting, aligning and improving
individual and team performance in
enabling the sustained achievement of
organisational objectives.
SABPP (2013)
PERFORMANCE MANAGEMENT
OBJECTIVES6.2.1 To translate and cascade broad organisational performance drivers into
team and individual performance targets.
6.2.2 To establish an appropriate performance management system, process,
methodology relevant to the needs, size, scope and complexity of the
organisation which will support the development of a performance culture.
6.2.3 To link performance management to other HR processes to align
appropriate performance consequences (reward, recognition and
development opportunities) that attract, retain and motivate employees and
to address poor performance.
6.2.4 To ensure fair, ethical and organisation cultural practices focusing on the
achievement of performance targets (that is, a high performance culture) in
a sustainable way.
6.2.5 To measure progress against agreed individual and team objectives that
enable attainment of organisational objectives.
SABPP (2013)
Managing staff performance
PERFORMANCE MANAGEMENT
SYSTEM
PM capability of line, employees and
HR
MONITOR & EVALUATE
Business strategy &
plans
Performance expectations
PM policy and procedure
Performance measurement &
feedback
Consistency
Leadership
Performance development
ENABLERS
STANDARD ELEMENT 7
REWARD AND RECOGNITION
❼
REWARD & RECOGNITION
DEFINITION
Reward is a strategy and system that enables organisations
to offer fair and appropriate levels of pay and benefits in
recognition for their contribution to the achievement of agreed
deliverables in line with organisational objectives and values.
Recognition is a related strategy and system that seeks to
reward employees for other achievements through
mechanisms outside the pay and benefits structure.
SABPP (2013)
REWARD & RECOGNITION
OBJECTIVES
7.2.1 To design and implement an appropriate reward strategy aligned with
organisation culture, objectives and employment value proposition, and achieving
a fair balance between the needs of the employer and employee.
7.2.2 To deliver a fair and equitable reward system and process that is ethical,
cost effective and sustainable.
7.2.3 To ensure your reward strategy is in line with current national and
international industry and sector norms.
7.2.4 To ensure compliance with organisational governance principles and
practices aligned to national and relevant international governance codes of
practice and relevant legislation.
7.2.5 To design and implement an appropriate recognition strategy which meets
employees’ need for recognition of particular efforts or achievements which are
valuable to the organisation and are not catered for in the reward strategy.
SABPP (2013)
Employee perspective on reward
REWARD AND RECOGNITION
SYSTEM
Communication and training
BENCHMARK, MONITOR &
EVALUATE
Business objectives
and culture
Other HR processes egperformance management
RRM policies and procedures
REWARD AND RECOGNITION
STRATEGYIndividuals’ needs and
wants
Legal and governance
requirements
Market trends – sector, national,
international
Talent Management
strategyEmployee
consultation/ negotiation
REWARD AND RECOGNITION
STRATEGY
STANDARD ELEMENT 8
EMPLOYEE WELLNESS
❽
EMPLOYEE WELLNESS
DEFINITION
Employee wellness is a strategy to ensure that a
safe and healthy work and social environment is
created and maintained, together with individual
wellness commitment that enables employees to
perform optimally while meeting all health and safety
legislative requirements and other relevant wellness
good practices in support of the achievement of
organisational objectives.
SABPP (2013)
EMPLOYEE WELLNESS
OBJECTIVES
8.2.1 To promote opportunities and guidance that enable employees to engage in effective
management of their own physical, mental, spiritual, financial and social well-being.
8.2.2 To enable the employer to manage all aspects of employee wellness that can have a
negative impact on employees’ ability to deliver on organisational objectives and to
demonstrate the impact of wellness activities on the achievement of organisational
objectives.
8.2.3 To promote a safe and healthy working environment in pursuit of optimum productivity
and preservation of human life and health.
8.2.4 To reduce employee risk emanating from health and wellness issues.
8.2.5 To contain health and wellness costs.
8.2.6 To enhance the employment value proposition by means of promoting a culture of
individual health and overall organisational wellness.
SABPP (2013)
Importance of employee
wellness
EMPLOYEE WELLNESS SYSTEM
Communi-cationand training
MONITOR & EVALUATE
Employee awareness
Other HR processes egperformance management
Wellness policies and procedures
WELLNESS STRATEGY
Legal and governance
requirements
Wellness risk assessments
Employee self-responsibility
Employee consultation
Employee health
services
EMPLOYEES ORGANISATION
Wellness analytics
Cost manage-
ment
STANDARD ELEMENT 9
EMPLOYMENT RELATIONS MANAGEMENT
❾
EMPLOYMENT RELATIONS
MANAGEMENTDEFINITION
Employment relations is the management of
individual and collective relationships in an
organisation through the implementation of
good practices that enable the achievement of
organisational objectives compliant with the
legislative framework and appropriate to
socio-economic conditions.
SABPP (2013)
EMPLOYMENT RELATIONS
MANAGEMENT
OBJECTIVES
9.2.1 To create a climate of trust, cooperation and stability within an
organisation.
9.2.2 To achieve a harmonious and productive working environment
which enables the organisation to compete effectively in its market place.
9.2.3 To provide a framework for conflict resolution.
9.2.4 To provide a framework for collective bargaining where relevant.
9.2.5 To ensure capacity building and compliance to relevant labour
legislation, codes of good practice (ILO and Department of Labour) and
international standards.
SABPP (2013)
Employment relations
EMPLOYMENT RELATIONS MANAGEMENT
SYSTEM
Communi-cationand training
MONITOR & EVALUATE
Other HR processes egperformance management
ERM policies and procedures
ERM STRATEGY
Legal requirements,
agreements
ER philosophyWorkforce characteristics
ERM STRATEGY
ER resources & structures
Leadership behaviour – build trust and respect
Socio/economic/political trends
STANDARD ELEMENT 10
ORGANISATION DEVELOPMENT
❿
ORGANISATION DEVELOPMENT
DEFINITION
Organisation development (OD) is a planned
systemic change process to continually
improve an organisation’s effectiveness and
efficiency by utilising diagnostic data, and
designing and implementing appropriate
solutions and interventions to measurably
enable the organisation to optimise its
purpose and strategy.SABPP (2013)
ORGANISATION DEVELOPMENT
OBJECTIVES
10.2.1 To establish links with organisational purpose across all levels and
functions of an organisation.
10.2.2 To ensure organisation design facilitates the purpose of the organisation.
10.2.3 To improve the ability of individuals, teams, departments and functions to
work co-operatively to meet organisation objectives and optimise engagement at
work.
10.2.4 To facilitate stakeholder engagement in all OD processes to ensure
optimum buy-in.
10.2.5 To build the relevant OD capability to meet organisational needs.
10.2.6 To ensure compliance with relevant continuous improvement principles
and practices.
SABPP (2013)
ORGANISATION DEVELOPMENT PROCESS
MONITOR & EVALUATE
Other HR processes eg L&D
Organisational purpose
Employees’ capability to
work together
Organisational design
Diagnose
Consultation with appropriate stakeholders
ELEMENTS TO BE LINKED & OPTIMISED
Define intended outcomes, design
intervention
Prioritise and integrate
PR
OC
ESS
OU
TPU
TS
Employee communication
ENABLERS
STANDARD ELEMENT 11
HR SERVICE DELIVERY
⓫
HR SERVICE DELIVERY
DEFINITION
HR Service Delivery is the influencing and
partnering approach in the provision of HR
services meeting the needs of the
organisation and its employees which enables
delivery of organisational goals and targets.
SABPP (2013)
HR SERVICE DELIVERY
OBJECTIVES
11.2.1 To ensure timeousness, consistency, credibility and quality in the delivery of HR
services, using resources productively and measuring and improving on delivery.
11.2.2 To ensure sustainability of HR practices within the organisation.
11.2.3 To support the effective management of the human element in an organisation by
means of an effective HR service delivery model and system.
11.2.4 To provide effective professional advice and guidance to managers and employees
regarding the correct implementation of labour laws and other legislative requirements, HR
policies, practices and procedures.
11.2.5 To establish functional standards for accurate HR record-keeping and administration,
developing and implementing an end-user friendly administrative process and system
enabling proper data management.
11.2.6. To measure employee engagement on the one hand, and satisfaction with the
delivery of HR services on the other hand.
SABPP (2013)
HR/Line relationship?
HR SERVICE DELIVERY SYSTEM
MONITOR & EVALUATE
HR strategy
HR policies and procedures
Clear roles and responsibilities for
management of people in the workplace
HR service delivery model and system
Service Level Agreement
Compliance monitoring
Employee communication
Laws, regulations,
codes, agreements
Management and employee support – guidance,
consultation, coaching
STANDARD ELEMENT 12
HR TECHNOLOGY
⓬
HR TECHNOLOGYDEFINITION
HR Technology is the effective utilisation of
technological applications and platforms that make
information both accessible and accurate, providing
HR and line management with the knowledge and
intelligence required for more effective decision-
making, to align all employees towards the
implementation of the organisation’s strategy.SABPP (2013)
HR TECHNOLOGY
OBJECTIVES 1. To leverage modern technology to allow easy access to relevant data (real-time, self-
service) in compliance with relevant data security and other information technology
compliance requirements, laws, codes and standards (privacy); and to support efficiency
and effectiveness in HR functions, for example Learning and Development (for example,
e-learning); and to create more capacity within existing HR structures to deliver value-
adding activities.
2. To consolidate and rapidly extract HR information in real time to deliver effective
presentation of HR information to the board or governing body, line management and
executive committee meetings to support planning, decision-making and management of
the workforce with full knowledge of potential people risks.
3. To streamline the HR Management System and its associated processes for effective
and efficient use.
4. To ensure that appropriate information security principles, policies and practices are
developed and implemented.
5. To enable the effective implementation of change and improvements to the technology
solutions to ensure they remain continually aligned with the organisation’s objectives.
SABPP (2013)
HR facing technology?
HR TECHNOLOGY MANAGEMENT SYSTEM
MONITOR &
EVALUATE
IT governance & security rules
Available technology (cost,
ROI)
HR management system & processes
HRIS & other HR/HRD
requirements
Plan and implement approved developmentsEnvironmental
scanning for new developments
Training and support
Legislative reqirements
STANDARD ELEMENT 13
HR MEASUREMENT
⓭
HR MEASUREMENT
DEFINITION
HR measurement is a continuous process of
gathering, analysing, interpreting, evaluating and
presenting quantitative and qualitative data to
measure, align and benchmark the impact of HR
practices on organisational objectives, including
facilitating internal and external auditing of HR
policies, processes, practices and outcomes.SABPP (2013)
HR MEASUREMENT
OBJECTIVES
13.2.1 Determine measurement approaches, methodologies and metrics to
assess the effectiveness and efficiency of HR practices.
13.2.2 Identify relevant measurement areas for the purpose of integrated
reporting.
13.2.3 Implement appropriate tools and methods to measure timely the efficiency,
effectiveness and consistency of HR practices across the organisation.
13.2.4 Provide a clear framework for measuring HR impact on the bottom-line of
the organisation.
13.2.5 Develop performance indicators for HR service delivery and business
impact and present to the organisation in an appropriate HR Scorecard.
SABPP (2013)
HR manager’s response to
metrics?
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
The need for consistency and quality
Conclusion
HR standards are needed to improve the
consistency and quality of HR management.
We thank all HR professionals for your
interest and support.
Best wishes with the application of the HR
Standards at your organisations.
We set HR standards!
[email protected] (Professional Registration)
[email protected] (Operations)
[email protected] (Stakeholder Relations)
[email protected] (Research)
[email protected] (Learning & Quality)
[email protected] (Strategy inputs)
[email protected] (Social media)
Website: www.sabpp.co.za Blog: hrtoday.me
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Tel: 011 045-5400 Fax: 011 482-4830
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