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29 November 2013

Marius Meyer
@SABPP1
SABPP - HR Standards - NANDO'S
SABPP Professional Values
RESPONSIBILITY

INTEGRITY
I

RESPECT

COMPETENCE
New SABPP Model: HR Voice for
Professionals
Knowledge

Human resource
development

Ethics

Research - info

Quality
assurance

Value &
visibility
Open for
alliances

Learning
growth &
development

Innovation
CPD
Excellence

Self-governance

Duty to society
SABPP VALUE PROPOSITION:
Products/Services to advance HR profession
RECOGNITION =
PROFESSIONAL STATUS
•
•
•
•
•
•
•
•

Professional registration
NLRD Upload (SAQA)
RPL
Awards
Advocacy
HR Assessors/Moderators
registration
Accreditation of providers
University accreditation

RESOURCES =
PRODUCTS/SERVICES
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•

HR Competency Model
Social media discussions
Knowledge Centre
Booklets/DVDs
Guides/toolkits
Charts/posters
Fact sheets
One-stop info
Updates (laws, trends)
Ethics help-line
Newsletters
Website
HR Internships/jobs
HR policies
Mentoring
Workshops/seminars
Access to alliances
Event/product discounts
CPD
Students

RESEARCH =
INFORMATION
•
•
•
•
•
•
•
•

Research papers
Position papers
Books
Articles
Cases
Benchmarking
Magazines
Labour market
information
Professional registration levels
MHRP
(Master)

• M/D degree + 6 years top level experience
• LoW = executive level

CHRP
(Chartered)
HRP (Professional)

• Hons degree + 4 years sr experience
• LoW = senior management
• Degree/ND + 3 years experience
• LoW = middle management

HRA (Associate)

• 2 year dip + 2 years experience
• LoW = junior level

HRT (Technician)

• Certificate + 1 year
experience
• LoW = entry
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.
HR COMPETENCY HOUSE
SOUTH AFRICAN HR COMPETENCY MODEL
STRATEGY

5 HR
CAPABILITIES

TALENT
MANAGEMENT
HR GOVERNANCE, RISK,
COMPLIANCE
ANALYTICS & MEASUREMENT
HR SERVICE DELIVERY

HR & BUSINESS KNOWLEDGE

SOLUTION CREATION & IMPLEMENTATION
INTERPERSONAL & COMMUNICATION
CITIZENSHIP FOR FUTURE: INNOVATION, TECHNOLOGY, SUSTAINABILITY

4
PILLARS

DUTY TO SOCIETY

CORE
COMPETENCIES

ETHICS

ORGANISATIONAL CAPABILITY

PROFESSIONALISM

LEADERSHIP & PERSONAL CREDIBILITY
Comfort zone challenged
Importance of ethics
Why standards ?

Today standard users account
for 78% of the FTSE 100, 53% of
the Nikkei, and 44% of both the
Fortune 500 and Hang Seng
listed companies.

The chair that you're sitting on, or the desk your computer is
perched on, are held together by bolts and screws.
Humble bolts and screws also hold together our children's bicycles
- and also the aircraft we trust our lives to during business trips or
holiday travel.
The diversity of screw threads used to represent big problems for
industry, particularly in maintenance, as lost or damaged nuts and
bolts could not easily be replaced. A global solution is supplied in
the ISO standards for metric screw threads.
The credit card you may have used to buy your holiday can be
used worldwide because all its basic features are based on ISO
standards.
We are so familiar with many objects, like credit or telephone
cards, that we tend to assume they just "fell out of the sky". In fact,
the ease with which we can use them can be traced back to an ISO
standard.
Operational Management Consistency in the
Management of People

One of the toughest things to be is consistent
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, De Doorns, Medupi.
• Raising the bar for the HR profession and
business impact.
SABPP HRM SYSTEM STANDARDS MODEL
BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
Prepare

❸ HR Risk
Management

❷ Talent
Management

HR ARCHITECTURE
Implement

❹
Workforce
planning

❺
Learning

⓫ HR Service
Delivery

Review

❻
Performance

❼
Reward

❽
Wellness

HR VALUE &
DELIVERY PLATFORM

⓭ HR MEASUREMENT
HR Audit: Standards & Metrics

❾
ERM

❿
OD

⓬
HR Technology
(HRIS)

HR COMPETENCIES

❶ Strategic
HRM

Improve
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
HR Standards Pioneers
468 HR Leaders developing
HR Standards for South Africa
HR Standards Facilitators

Kate Dikgale-Freeman

Michael Robbins

Linda Chipunza
Some of the standard elements
Here are 4 examples of the Standards:
1.
2.
3.
4.

Strategic HR Management
Talent Management
HR Risk Management
HR Measurement
STRATEGIC HR
MANAGEMENT STANDARD
DEFINITION
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 STANDARD
OBJECTIVES
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.
SABPP (2013)
STRATEGIC HR
MANAGEMENT STANDARD
IMPLEMENTATION
1.3.1 Translate the overall strategic intent of the organisation into HR strategy.
1.3.2 Position the strategic HR agenda as an integral part of strategic decision making and
operational plans.
1.3.3 Allocate HR resources and build capability to implement the HR mandate.
1.3.4 Provide the contextual foundation for the development of the policies, plans, practices
and procedures.
1.3.5 Allocate accountability and responsibilities for the execution of HR strategy.
1.3.6 Ensure the execution of the HR strategy is measured and monitored within the
governance framework of the organisation.
1.3.7 Drive continuous improvement and sustainability of the HR strategy through planned
reviews and integrated reporting.

SABPP (2013)
Strategic HR: It is all about alignment
TALENT MANAGEMENT
STANDARD
DEFINITION
Talent Management is the proactive design and
implementation of a talent-driven business 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
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 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 stakeholders in development & management of talent.
2.2.5 To monitor and report on talent management key results areas and indicators.
Talent management
TALENT MANAGEMENT
STANDARD
IMPLEMENTATION
2.3.1 Analyse the talent needs of the organisation by assisting in the segmenting
and classifying talent across the organisation to ensure talent differentiation and
management thereof.
2.3.2 Conduct labour market trend analysis of the required skills.
2.3.3 Create a talent management system focusing on current and future needs.
2.3.4 Engage and support line management regarding talent identification and
requirements.
2.3.5 Decide on interventions to define and develop leadership competencies.
2.3.6 Decide on interventions to support effective talent management in the
organisation.
2.3.7 Conduct a talent review linked to organisational objectives.

SABPP (2013)
TALENT MANAGEMENT PROCESS
LONG TERM TALENT PLANNING

Talent needs
analysis

Labour
market
analysis

Talent review

Talent
Management
Interventions

Leadership &
key
competencies
development

Talent
Management
System
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)
Importance of HR Risk

“In any organisation
people are the single most
valuable asset, but if badly
managed, they can
become the organisation’s
greatest liability.”
Dave Beretti, City of Cape Town
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)
“People and behaviour
are often the biggest
risks”
• Critical to include
people risks in a
company’s risk
management plan
• HR need to be the
eyes & ears for peoplerelated governance &
compliance
Risk / Readiness Profile
HR -RISKS
•
•
•
•

Safety - accidents
Skills shortages/gaps
Incompetence
Employee
disengagement
• Strikes & poor
employment
relationships
• Fraud/corruption
• Stress

• Staff turnover
• Low staff satisfaction –
impact on customer
satisfaction
• Cyber security
• Conflict/disputes
• Diversity problems
• Sexual harassment
• Expatriate issues
• Non-compliance
HR RISK MANAGEMENT
IMPLEMENTATION
3.3.1 Position the role of HR in influencing and communicating the organisational risk
culture.
3.3.2 Assess potential positive and negative people factor risks to achieving organisational
objectives.
3.3.3 Identify and evaluate the potential risk impacts with regard to strategic and operational
HR activities.
3.3.4 Decide on appropriate risk tolerances for the different components of the HR function.
3.3.5 Design and implement appropriate people-based risk management systems, metrics,
risk controls, and HR practices which will contribute to mitigate the potential risks.
3.3.6 Ensure all HR risk practices conform to the organisational governance, risk and
compliance strategies and policies including integrated reporting.

SABPP (2013)
HR risks – people risk, governance
and compliance
HR MEASUREMENT
DEFINITION
HR measurement is a continuous process of
gathering, analysing, interpreting and
presenting quantitative and qualitative data to
measure and align 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?
IMPLEMENTATION
13.3.1 Develop an integrated HR measurement and reporting
framework.

13.3.2 Set up management systems and resource the HR function to
collect and report on agreed people management metrics.

13.3.3 Develop and implement an HR scorecard.

SABPP (2013)
13.3.1 Develop an integrated HR
measurement & reporting framework
• Determine key people-related metrics which will assist in
determining progress towards achievement of strategic
objectives.
• Determine additional people related data or info that may
be required to hold line accountable for performance of
teams and determine how reports will be tabled for
management control.
• Ensure that reporting on metrics include normal
organisational management reporting at all levels.
• Demonstrate financial and other forms of impact – enable
forecasting, scenario building, predictions.
• Data collected should enable ROI or Return on
Expectation ratios to evaluate programmes.
13.3.2 Set up management systems and
resource HR function to collect and report on
agreed people management metrics
• Scale and depth of HR measurement and reporting will be constrained
by the resources available.
• Credibility and utility of HR reporting depends on accurate and
complete data capture.
• Control systems including internal and external audits should be in
place to ensure data integrity.
• Careful definition of each metric is important.
• A detailed flow chart should be drawn up to describe data collection,
storage and reporting for each metric.
• One integrated HR data system is recommended.
• Reporting formats should follow the design of other management
reports – clear, simple, visible dashboards.
• Meaningful interpretation of reports requires good knowledge of
organisation and HR practices.
13.3.3 Develop and implement an
HR scorecard
• An HR scorecard selecting key indicators of HR Service
Delivery should be agreed between HR Head and top
management,
• Regular assessment of performance against the
scorecard, in accordance with the normal performance
management process of the organisation, should lead to
identification of areas for improvement and remedial
action.
• Conduct an internal and external audit of the HR function
and people practices of the organisation against the
documented service level agreement, documented HR
practices and HR scorecard.
Towards National HR Metrics
•
•
•
•
•
•
•
•
•
•
•
•

% of people meeting performance contracts
% of outstanding performers
Average time to resolve people issues
% of payroll spent on training
Training spent per employee (costs/FTE)
Total amount spent on employees
Number of training hours per employee (year)
% of key positions with successors
Vacancy rate (vacancies/headcount)
Absenteeism rate (sick days/FTE)
Labour turnover (people left/headcount)
Diversity/employment equity profile (race, gender, disability)
Key Human Capital Metrics
•
•
•
•
•
•
•
•
•
•

Revenue per employee (Revenue/FTE)
Profit per FTE (Revenue-Operating cost/FTE)
Human Capital ROI (benefits-costs/costs)
Leadership quality index
Employee engagement score
Employee satisfaction score
Organisation climate score
Employer of choice index
Human capital risk index (less than 10% risk)
HR customer satisfaction score
SABPP BLOG
For regular updates join our special
HR Standards Blog:

www.hrtoday.me
HR Standards Roll-out
Development

Consultation

Release

(21 May)

(June-July)

(20-21 Aug 24 Oct)

Standards-writing

Standards inputs

Standards
finalisation

(100 top HR
professionals)

(100 top HR
specialists +
1000 professionals)

(450 HR Directors
sign-off)
HR Standards
conference
HR Standards Development
Phase 1:

Phase 2:

HR MANAGEMENT
SYSTEM STANDARD

HR MANAGEMENT
SYSTEM APPLICATION
STANDARD

HR PROFESSIONAL
PRACTICE STANDARDS

“HOW TO” STANDARD

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

“WHAT” STANDARD
What are the elements
of the HR system?
13 elements:
Definition
Objectives
Implementation
(High level)

How can we apply the
HR System standard?
How to apply the 13
standard elements

Phase 3:

•
•
•
•
•
•
•

Succession Planning
Employment Equity
Career Development
Engagement
Learning culture
Change management
Organisation design
The need for consistency and quality
SABPP HRM SYSTEM STANDARDS MODEL
BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
Prepare

❸ HR Risk
Management

❷ Talent
Management

HR ARCHITECTURE
Implement

❹
Workforce
planning

❺
Learning

⓫ HR Service
Delivery

Review

❻
Performance

❼
Reward

❽
Wellness

HR VALUE &
DELIVERY PLATFORM

⓭ HR MEASUREMENT
HR Audit: Standards & Metrics

❾
ERM

❿
OD

⓬
HR Technology
(HRIS)

HR COMPETENCIES

❶ Strategic
HRM

Improve
National HR Governance Strategy Alignment

HR Competencies

•
•
•
•
•
•

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

ISO: HR

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

HR Metrics:
• National HR Scorecard
• HR Service Standards

Integrated
Reporting

HR Auditing:
• Internal Audit
• External Audit

King IV:
HR Governance
Conclusion

HR standards are needed to improve the
consistency and quality of HR management.
Best wishes with your HR professional work.
Please keep on engaging with us as we take
this exciting initiative forward.
If you need a copy of the 1st HR Standards File, contact us on
executiveoffice@sabpp.co.za
FOLLOW US ON :
@sabpp1
@mariussabpp

#hrstandards2013
We set HR standards!
professional@sabpp.co.za (Professional Registration)
sithembele@sabpp.co.za (Professional Services)
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
Office: 8 Sherborne Str, Parktown
Tel: +27 11 482-8595 Fax: +27 482-4830
Cel: 082 859 3593 (Marius Meyer)

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SABPP - HR Standards - NANDO'S

  • 1. 29 November 2013 Marius Meyer @SABPP1
  • 4. New SABPP Model: HR Voice for Professionals Knowledge Human resource development Ethics Research - info Quality assurance Value & visibility Open for alliances Learning growth & development Innovation CPD Excellence Self-governance Duty to society
  • 5. SABPP VALUE PROPOSITION: Products/Services to advance HR profession RECOGNITION = PROFESSIONAL STATUS • • • • • • • • Professional registration NLRD Upload (SAQA) RPL Awards Advocacy HR Assessors/Moderators registration Accreditation of providers University accreditation RESOURCES = PRODUCTS/SERVICES • • • • • • • • • • • • • • • • • • • • HR Competency Model Social media discussions Knowledge Centre Booklets/DVDs Guides/toolkits Charts/posters Fact sheets One-stop info Updates (laws, trends) Ethics help-line Newsletters Website HR Internships/jobs HR policies Mentoring Workshops/seminars Access to alliances Event/product discounts CPD Students RESEARCH = INFORMATION • • • • • • • • Research papers Position papers Books Articles Cases Benchmarking Magazines Labour market information
  • 6. Professional registration levels MHRP (Master) • M/D degree + 6 years top level experience • LoW = executive level CHRP (Chartered) HRP (Professional) • Hons degree + 4 years sr experience • LoW = senior management • Degree/ND + 3 years experience • LoW = middle management HRA (Associate) • 2 year dip + 2 years experience • LoW = junior level HRT (Technician) • Certificate + 1 year experience • LoW = entry
  • 7. 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)
  • 8. Marius Meyer, SABPP CEO receiving the SAQA certificate of professional body recognition from the Minister of Higher Education and Training, Dr Blade Nzimande.
  • 10. SOUTH AFRICAN HR COMPETENCY MODEL STRATEGY 5 HR CAPABILITIES TALENT MANAGEMENT HR GOVERNANCE, RISK, COMPLIANCE ANALYTICS & MEASUREMENT HR SERVICE DELIVERY HR & BUSINESS KNOWLEDGE SOLUTION CREATION & IMPLEMENTATION INTERPERSONAL & COMMUNICATION CITIZENSHIP FOR FUTURE: INNOVATION, TECHNOLOGY, SUSTAINABILITY 4 PILLARS DUTY TO SOCIETY CORE COMPETENCIES ETHICS ORGANISATIONAL CAPABILITY PROFESSIONALISM LEADERSHIP & PERSONAL CREDIBILITY
  • 13. Why standards ? Today standard users account for 78% of the FTSE 100, 53% of the Nikkei, and 44% of both the Fortune 500 and Hang Seng listed companies. The chair that you're sitting on, or the desk your computer is perched on, are held together by bolts and screws. Humble bolts and screws also hold together our children's bicycles - and also the aircraft we trust our lives to during business trips or holiday travel. The diversity of screw threads used to represent big problems for industry, particularly in maintenance, as lost or damaged nuts and bolts could not easily be replaced. A global solution is supplied in the ISO standards for metric screw threads. The credit card you may have used to buy your holiday can be used worldwide because all its basic features are based on ISO standards. We are so familiar with many objects, like credit or telephone cards, that we tend to assume they just "fell out of the sky". In fact, the ease with which we can use them can be traced back to an ISO standard.
  • 14. Operational Management Consistency in the Management of People One of the toughest things to be is consistent
  • 15. 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
  • 16. 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
  • 17. 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, De Doorns, Medupi. • Raising the bar for the HR profession and business impact.
  • 18. SABPP HRM SYSTEM STANDARDS MODEL BUSINESS STRATEGY – HR BUSINESS ALIGNMENT Prepare ❸ HR Risk Management ❷ Talent Management HR ARCHITECTURE Implement ❹ Workforce planning ❺ Learning ⓫ HR Service Delivery Review ❻ Performance ❼ Reward ❽ Wellness HR VALUE & DELIVERY PLATFORM ⓭ HR MEASUREMENT HR Audit: Standards & Metrics ❾ ERM ❿ OD ⓬ HR Technology (HRIS) HR COMPETENCIES ❶ Strategic HRM Improve
  • 19. 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
  • 21. 468 HR Leaders developing HR Standards for South Africa
  • 22. HR Standards Facilitators Kate Dikgale-Freeman Michael Robbins Linda Chipunza
  • 23. Some of the standard elements Here are 4 examples of the Standards: 1. 2. 3. 4. Strategic HR Management Talent Management HR Risk Management HR Measurement
  • 24. STRATEGIC HR MANAGEMENT STANDARD DEFINITION 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)
  • 25. STRATEGIC HR MANAGEMENT STANDARD OBJECTIVES 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. SABPP (2013)
  • 26. STRATEGIC HR MANAGEMENT STANDARD IMPLEMENTATION 1.3.1 Translate the overall strategic intent of the organisation into HR strategy. 1.3.2 Position the strategic HR agenda as an integral part of strategic decision making and operational plans. 1.3.3 Allocate HR resources and build capability to implement the HR mandate. 1.3.4 Provide the contextual foundation for the development of the policies, plans, practices and procedures. 1.3.5 Allocate accountability and responsibilities for the execution of HR strategy. 1.3.6 Ensure the execution of the HR strategy is measured and monitored within the governance framework of the organisation. 1.3.7 Drive continuous improvement and sustainability of the HR strategy through planned reviews and integrated reporting. SABPP (2013)
  • 27. Strategic HR: It is all about alignment
  • 28. TALENT MANAGEMENT STANDARD DEFINITION Talent Management is the proactive design and implementation of a talent-driven business 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)
  • 29. TALENT MANAGEMENT OBJECTIVES 2.2.1 To build a talent culture which defines the organisation’s philosophy, principles and 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 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 stakeholders in development & management of talent. 2.2.5 To monitor and report on talent management key results areas and indicators.
  • 31. TALENT MANAGEMENT STANDARD IMPLEMENTATION 2.3.1 Analyse the talent needs of the organisation by assisting in the segmenting and classifying talent across the organisation to ensure talent differentiation and management thereof. 2.3.2 Conduct labour market trend analysis of the required skills. 2.3.3 Create a talent management system focusing on current and future needs. 2.3.4 Engage and support line management regarding talent identification and requirements. 2.3.5 Decide on interventions to define and develop leadership competencies. 2.3.6 Decide on interventions to support effective talent management in the organisation. 2.3.7 Conduct a talent review linked to organisational objectives. SABPP (2013)
  • 32. TALENT MANAGEMENT PROCESS LONG TERM TALENT PLANNING Talent needs analysis Labour market analysis Talent review Talent Management Interventions Leadership & key competencies development Talent Management System
  • 33. 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)
  • 34. Importance of HR Risk “In any organisation people are the single most valuable asset, but if badly managed, they can become the organisation’s greatest liability.” Dave Beretti, City of Cape Town
  • 35. 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)
  • 36. “People and behaviour are often the biggest risks” • Critical to include people risks in a company’s risk management plan • HR need to be the eyes & ears for peoplerelated governance & compliance
  • 37. Risk / Readiness Profile
  • 38. HR -RISKS • • • • Safety - accidents Skills shortages/gaps Incompetence Employee disengagement • Strikes & poor employment relationships • Fraud/corruption • Stress • Staff turnover • Low staff satisfaction – impact on customer satisfaction • Cyber security • Conflict/disputes • Diversity problems • Sexual harassment • Expatriate issues • Non-compliance
  • 39. HR RISK MANAGEMENT IMPLEMENTATION 3.3.1 Position the role of HR in influencing and communicating the organisational risk culture. 3.3.2 Assess potential positive and negative people factor risks to achieving organisational objectives. 3.3.3 Identify and evaluate the potential risk impacts with regard to strategic and operational HR activities. 3.3.4 Decide on appropriate risk tolerances for the different components of the HR function. 3.3.5 Design and implement appropriate people-based risk management systems, metrics, risk controls, and HR practices which will contribute to mitigate the potential risks. 3.3.6 Ensure all HR risk practices conform to the organisational governance, risk and compliance strategies and policies including integrated reporting. SABPP (2013)
  • 40. HR risks – people risk, governance and compliance
  • 41. HR MEASUREMENT DEFINITION HR measurement is a continuous process of gathering, analysing, interpreting and presenting quantitative and qualitative data to measure and align the impact of HR practices on organisational objectives, including facilitating internal and external auditing of HR policies, processes, practices and outcomes. SABPP (2013)
  • 42. 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)
  • 43. HR manager’s response to metrics?
  • 44. IMPLEMENTATION 13.3.1 Develop an integrated HR measurement and reporting framework. 13.3.2 Set up management systems and resource the HR function to collect and report on agreed people management metrics. 13.3.3 Develop and implement an HR scorecard. SABPP (2013)
  • 45. 13.3.1 Develop an integrated HR measurement & reporting framework • Determine key people-related metrics which will assist in determining progress towards achievement of strategic objectives. • Determine additional people related data or info that may be required to hold line accountable for performance of teams and determine how reports will be tabled for management control. • Ensure that reporting on metrics include normal organisational management reporting at all levels. • Demonstrate financial and other forms of impact – enable forecasting, scenario building, predictions. • Data collected should enable ROI or Return on Expectation ratios to evaluate programmes.
  • 46. 13.3.2 Set up management systems and resource HR function to collect and report on agreed people management metrics • Scale and depth of HR measurement and reporting will be constrained by the resources available. • Credibility and utility of HR reporting depends on accurate and complete data capture. • Control systems including internal and external audits should be in place to ensure data integrity. • Careful definition of each metric is important. • A detailed flow chart should be drawn up to describe data collection, storage and reporting for each metric. • One integrated HR data system is recommended. • Reporting formats should follow the design of other management reports – clear, simple, visible dashboards. • Meaningful interpretation of reports requires good knowledge of organisation and HR practices.
  • 47. 13.3.3 Develop and implement an HR scorecard • An HR scorecard selecting key indicators of HR Service Delivery should be agreed between HR Head and top management, • Regular assessment of performance against the scorecard, in accordance with the normal performance management process of the organisation, should lead to identification of areas for improvement and remedial action. • Conduct an internal and external audit of the HR function and people practices of the organisation against the documented service level agreement, documented HR practices and HR scorecard.
  • 48. Towards National HR Metrics • • • • • • • • • • • • % of people meeting performance contracts % of outstanding performers Average time to resolve people issues % of payroll spent on training Training spent per employee (costs/FTE) Total amount spent on employees Number of training hours per employee (year) % of key positions with successors Vacancy rate (vacancies/headcount) Absenteeism rate (sick days/FTE) Labour turnover (people left/headcount) Diversity/employment equity profile (race, gender, disability)
  • 49. Key Human Capital Metrics • • • • • • • • • • Revenue per employee (Revenue/FTE) Profit per FTE (Revenue-Operating cost/FTE) Human Capital ROI (benefits-costs/costs) Leadership quality index Employee engagement score Employee satisfaction score Organisation climate score Employer of choice index Human capital risk index (less than 10% risk) HR customer satisfaction score
  • 50. SABPP BLOG For regular updates join our special HR Standards Blog: www.hrtoday.me
  • 51. HR Standards Roll-out Development Consultation Release (21 May) (June-July) (20-21 Aug 24 Oct) Standards-writing Standards inputs Standards finalisation (100 top HR professionals) (100 top HR specialists + 1000 professionals) (450 HR Directors sign-off) HR Standards conference
  • 52. HR Standards Development Phase 1: Phase 2: HR MANAGEMENT SYSTEM STANDARD HR MANAGEMENT SYSTEM APPLICATION STANDARD HR PROFESSIONAL PRACTICE STANDARDS “HOW TO” STANDARD “WHAT” AND “HOW” OF SPECIFIC PROFESSIONAL PRACTICE STANDARDS “WHAT” STANDARD What are the elements of the HR system? 13 elements: Definition Objectives Implementation (High level) How can we apply the HR System standard? How to apply the 13 standard elements Phase 3: • • • • • • • Succession Planning Employment Equity Career Development Engagement Learning culture Change management Organisation design
  • 53. The need for consistency and quality
  • 54. SABPP HRM SYSTEM STANDARDS MODEL BUSINESS STRATEGY – HR BUSINESS ALIGNMENT Prepare ❸ HR Risk Management ❷ Talent Management HR ARCHITECTURE Implement ❹ Workforce planning ❺ Learning ⓫ HR Service Delivery Review ❻ Performance ❼ Reward ❽ Wellness HR VALUE & DELIVERY PLATFORM ⓭ HR MEASUREMENT HR Audit: Standards & Metrics ❾ ERM ❿ OD ⓬ HR Technology (HRIS) HR COMPETENCIES ❶ Strategic HRM Improve
  • 55. National HR Governance Strategy Alignment HR Competencies • • • • • • HR Products/Services: CPD Mentoring Professional registration Research HR Academy – QCTO Curriculum standards ISO: HR HR Professional Standards: • HRMS (13) • HRMSAS (13) • HRPPS (30+) HR Metrics: • National HR Scorecard • HR Service Standards Integrated Reporting HR Auditing: • Internal Audit • External Audit King IV: HR Governance
  • 56. Conclusion HR standards are needed to improve the consistency and quality of HR management. Best wishes with your HR professional work. Please keep on engaging with us as we take this exciting initiative forward. If you need a copy of the 1st HR Standards File, contact us on executiveoffice@sabpp.co.za
  • 57. FOLLOW US ON : @sabpp1 @mariussabpp #hrstandards2013
  • 58. We set HR standards! professional@sabpp.co.za (Professional Registration) sithembele@sabpp.co.za (Professional Services) 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 Office: 8 Sherborne Str, Parktown Tel: +27 11 482-8595 Fax: +27 482-4830 Cel: 082 859 3593 (Marius Meyer)