4. 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
CORE
COMPETENCIES
HR & BUSINESS KNOWLEDGE
DUTY TO SOCIETY
ETHICS
PROFESSIONALISM
4
PILLARS
5. 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?
6. 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?
7. 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.
8. 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 (Gallup).
• 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%.
9. 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
10. 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.
11. Myths about standards
• Impose an onerous compliance regime
• Duplicate best practices
• Our company is so unique syndrome
• Standards stifle innovation
• Take flexibility away
• Ignore industry differences
• Too practical, not based on theory/research
12. Types of standards
• Unit standards / Curriculum standards
• Service delivery standards
• Competence standards
• Metrics/benchmarking standards
• Professional practice standards
• Business/industry/process standards - ISO
15. BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
❶ Strategic
HRM
❷ Talent
Management
❸ HR Risk
Management
HR ARCHITECTURE
HR VALUE &
DELIVERY PLATFORM
❹
Work-
force
planning
❺
Learning
❻
Perfor-
mance
❼
Reward
❽
Well-
ness
❾
ERM
❿
OD
⓫ HR Service
Delivery
⓬
HR Technology
(HRIS)
Prepare
Imple-
ment
Review Improve⓭ HR MEASUREMENT
HR Audit: Standards & Metrics
HRCOMPETENCIES
SABPP HRM SYSTEM STANDARD MODEL
16. Market reaction to project
• All over SA (all 9 provinces)
• USA (SHRM and ISO)
• UK (CIPD)
• Australia
• Netherlands
• Zimbabwe
• Zambia
• Botswana
• Namibia
• Lesotho
• Swaziland
• Kenya
• Ghana
• Malaysia
17. 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 PROFESSIONAL
PRACTICE STANDARDS
(14 May 2014)
“WHAT” STANDARD
What are the elements
of the HR system?
13 elements:
Definition
Objectives
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
18. From HRMSS to HR PPS
HR MANAGEMENT SYSTEM STANDARD HR PROFESSIONAL PRACTICE STANDARDS
Developed in 2013. Developed in 2014.
Overall HR Management System. HR practices inside the System.
13 Standard Elements. 30+ HR Professional Practice Standards.
Broad strategic view of the HR function. Specific details of HR practices.
Not prescribing methodologies. Prescribing methodologies.
HR Directors are owners of System. HR Practitioners & SMEs own practices.
19. 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)
20. 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)
21. 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
22. HR ARCHITECTURE
HR VALUE &
DELIVERY PLATFORM
Work-
force
planning
Learning
&
Deve-
lopment
Perfor-
mance
Mana-
gement
Reward &
Recogni-
tion
Em-
ployee
wellness
Employ-
ment Rela-
tions
Organi-
sation
Deve-
lopment
HR Service
Delivery
HR Technology
(HRIS)
SABPP PROFESSIONAL PRACTICE STANDARDS
Recruitment
Selection
Onboarding
Employment
equity
Succession
planning
Career
management
Workplace
learning
Training needs
analysis
Learning
design
Facilitation
Evaluation
Learning
culture
Knowledge
management
Graduate
development
Performance
appraisals
Remuneration
Wellness
programmes
Grievance
procedures
Disciplinary
procedures
Collective
bargaining
Dispute
resolution
Diversity
management
Absenteeism
management
Leadership
development
Organisation
culture
Change
management
Mentoring &
Coaching
Organisation
design
Employee
engagement
HRIS
23. 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 in development of Professional Practice
Standards (14 May) & 2nd Annual Standards Conference
(28 August)
24. 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
25. Process for the day
1. Introduce members and elect table chair and time-keeper.
2. Chair checks that team is clear on task mandate.
3. Refer team to overall Standard Element & Application
Standard applicable.
4. Individually read Standard Element & Application
Standard.
5. Brainstorm brief definition of the PPS (or key features).
6. Identify in group the most important aspects to go onto
the checklist for the PPS.
7. Start writing up PPS points on flip chart in a draft order.
8. Discuss & amend as required.
9. Generate a flow diagram for PPS.
10. Time keeper tears flipchart page, fold & put in envelope.
26. Guiding principles
• 4 Values of SABPP
• Stick to topic – focused and disciplined
• Maximum participation
• All views are important; build on ideas
• Positive
• Time management
• Balance need for flexibility with need to
move forward
• Does not have to be perfect, can fix later
27. Way forward
1. SABPP will prepare draft standards
2. Send out to today’s groups for comments
3. Convene further sessions where necessary
4. Mobilise SABPP committees to comment
5. Send out to market for comment (June-
July)
6. Incorporate inputs and improve drafts
7. Prepare for publication
8. Launch on 28 August 2014
28. 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
Integrated
Reporting
HR Competencies
29. Conclusion
HR Professional Practice Standards are
needed to improve the consistency and
quality of HR management practices.
Enjoy the day and thank you for your
participation!
Best wishes with your HR management and
standards work as the HR leaders at your
companies.
For more information, contact us on executiveoffice@sabpp.co.za
30. Let us innovate the HR profession with
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)
