29 October 2014

Marius Meyer @SABPP1

SABPP Professional Values

RESPONSIBILITY

I

RESPECT

INTEGRITY

COMPETENCE

Importance of ethics for HR

New SABPP Model: HR Voice for

Professionals

Human resource development

Research - info

Value & visibility

Open for alliances

Innovation

CPD

Excel-lence

Qualityassurance

Learning growth & develop-

ment

Knowledge

Self-governance Duty to society

Ethics

Professional registration levels

• M/D degree + 6 years top level experience

• LoW = executive levelMHRP

(Master)

CHRP

(Chartered)

• Degree/ND + 3 years experience

• LoW = middle managementHRP (Professional)

HRA (Associate)

• Certificate + 1 year experience

• LoW = entryHRT (Technician)

• Hons degree + 4 years sr experience

• LoW = senior management

• 2 year dip + 2 years experience

• LoW = junior level

NEXT STEP – BECOME A REGISTERED HR PROFESSIONAL

Apply to

professional@sabpp.co.za

so that we can register you

as an HR professional in

accordance with NQF Act

(Act no 67 of 2008).

Marius Meyer, SABPP CEO receiving the SAQA certificate of professional body recognition from the Minister of Higher Education

and Training, Dr Blade Nzimande.

SABPP BLOG

For regular updates join our special

HR Standards Blog:

www.hrtoday.me

HR COMPETENCY HOUSE

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

Maslow’s needs in 2014

Operational Management Consistency in the

Management of People

One of the toughest things to be is consistent

The role of HR …

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 drive a car without standards?

6. 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 R 200 million+ per day.

More facts about HR

• SA losing R12 billion a year due to absenteeism.

• Only 19% auditors feel they use HR optimally (CG

Index – Institute of Internal Auditors)

• Only 5% employees understand business strategy.

• World-wide 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%.

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.

The reality is …

Types of standards

• Unit standards / Curriculum standards

• Service delivery standards

• Competence standards

• Metrics/benchmarking standards

• Professional practice standards

• Business/industry/process/system

standards - ISO

Global approaches to standards

• Production and safety lead – ISO standards

• Professional standards – accounting

• Top global companies – their own standards

• Canada – HR Standards & Metrics

• UK – Human Capital Standard (BSI/CIPD)

• ISO HR project started

• South African National HR Standards

• HR Standards in Namibia

It all started on 21 May 2013

with 13 Standard facilitators

468 HR Leaders developing

HR Standards for South Africa

HR Standards Facilitators

Kate Dikgale-Freeman Michael Robbins Linda Chipunza

IMPSA was a key stakeholder

IMPSA President, Johann Kruger with Dr Michael Robbins, IMOR/BSI

BUSINESS STRATEGY – HR BUSINESS ALIGNMENT

StrategicHRM

TalentManagement

HR RiskManagement

HR ARCHITECTURE

I

HR VALUE & DELIVERY PLATFORM

Work-force

planning

Learning&

Deve-lopment

Perfor-manceMana-

gement

Reward &

Recogni-tion

Em-ployee

wellness

Employ-mentRela-tions

Organi-sationDeve-

lopment

HR Service Delivery

HR Technology(HRIS)

Prepare

Imple-ment

Review ImproveHR MEASUREMENTHR Audit: Standards & Metrics

H R

C O

M P

E T E N C

I E S© SABPP HR MANAGEMENT SYSTEM STANDARD MODEL

HR Standards Files

13 standards (2013) 19 standards (2014)

HR Standards Supporters

HR Standards Presentations

Business chamber support

HR Standards Case Studies

Professional forum support

International HR bodies

Tim Ekandjo, President: IPM Namibia &Marius Meyer, CEO: SABPP in Windhoek

Support from consulting firms

20+ Universities

International interest

BUSINESS STRATEGY – HR BUSINESS ALIGNMENT

StrategicHRM

TalentManagement

HR RiskManagement

HR ARCHITECTURE

I

HR VALUE & DELIVERY PLATFORM

Work-force

planning

Learning&

Deve-lopment

Perfor-manceMana-

gement

Reward &

Recogni-tion

Em-ployee

wellness

Employ-mentRela-tions

Organi-sationDeve-

lopment

HR Service Delivery

HR Technology(HRIS)

Prepare

Imple-ment

Review ImproveHR MEASUREMENTHR Audit: Standards & Metrics

H R

C O

M P

E T E N C

I E S© SABPP HR MANAGEMENT SYSTEM STANDARD 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 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

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 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 Risk Management: It is all about

people factors

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.

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 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)

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)

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)

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

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 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/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 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 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

HR Audit - Certification

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

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 municipality.

SABPP Exhibition - IMPSA

Meet SABPP Head of Stakeholder Relations,Kenneth Nxumalo at the exhibition

We set HR standards!

professional@sabpp.co.za (Professional Registration)

xolani@sabpp.co.za (Operations)

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)

hraudit@sabpp.co.za (HR Audits)

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

Office: 8 Sherborne Str, Parktown

Tel: 011 045-5400 Fax: 011 482-4830

Cel: 082 859 3593 (Marius Meyer)