SABPP - MTN - 2013
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SABPP - MTN - 2013 Presentation Transcript

  • 1. BUILDING THE HR PROFESSION AND PEOPLE MANAGEMENT: New HR Competency Model, Standards & Metrics for South Africa Kenneth Nxumalo, Marius Meyer, Penny Abbott, Naren Vassan, Sithembele Stofile 26 March 2013 marius@sabpp.co.za @SABPP1
  • 2. The results of our research indicated that our top three priority CCR’s include the following: CCR TOTAL Understanding the Talent needs of the business 54 Redesigning Organisational Structure around strategic objectives 48 Understanding how HRB’s can support the business 43 Adjusting HR strategies to respond to changing business needs 42 Identifying HR Metrics 35 Identifying talent issues before they can impact on the business 32 Developing the next generation of leaders 30 Utilising new business strategies 25 Prioritizing across HR Needs 13 Keep the line updated on HR initiatives 11 Tracking trends in employee behaviours and attitudes. 11 Retention of talent within the business 4 Respond to manager needs 4 Resolving political problems in the execution of business plans 3 Enforcing standard HR policies and procedures 3 Assessing Employee attitudes 2 Managing conflict between managers 2 Responding to organisational changes 2 Preparing for different situations 1 Keep abreast of new legislation that may impact on business 1 Communicating organisational culture/values to Employees 1 support the business Business Leader’s Expectations Key HR Business Partner Outputs OR Competencies Critical Customer Requirements (CCR’s) SABPP - ETQA SABPP – Registration Committee SABPP Strategic Vision “To Professionalise the HR Profession” Learning Solutions 5 • 6 Capacity building/Skills development • 6 Quickly responding to employee needs Identifying talent issues before they impact the business Adjusting HR strategies to respond to changing business needs Understanding how HR business partners can Career Paths Communication around HR in general • HRD Committee
  • 3. Top SA HR priorities Talent Management High Leadership dev Strategic partner FUTURE IMPORTANCE Low HR process Restructuring High Performance Commitment Worklife balance Learning Diverorg sity Change Demographics Global Recruitment CURRENT CAPABILITY CSR Shared services Low 4 BCG/WFPMA (2008)
  • 4. 1. SABPP is a professional body for HR practitioners in South Africa 2. Quality assurance body for HR learning provision. 3. SABPP also accredits the HR academic programmes of universities.
  • 5. 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
  • 6. Alliances ALLIANCES TO STRENGTHEN HR
  • 7. 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
  • 8. 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
  • 9. Marius Meyer, SABPP CEO receiving the SAQA certificate of professional body recognition from the Minister of Higher Education and Training, Dr Blade Nzimande.
  • 10. Committees Professional Registration CPD ETQA LGDI Risk & Audit IT Governance Higher Education HRRI Ethics Disciplinary Labour market Mentoring
  • 11. DRIVERS: HRD Research Value NEW SABPP VALUE CHAIN LEADERS HEAD: STAKEHOLDER RELATIONS Connect with HR professionals & partners CEO Lead, govern, strategise, align, integrate Openness Innovation CPD Excellence HEAD: LEARNING & QUALITY ASSURANCE Build capacity and accredit learning HEAD: PROFESSIONAL SERVICES Set standards & deliver HR professional services HEAD: RESEARCH & DEVELOPMENT Innovate profession through knowledge
  • 12. IBM CEO Study 2012: Factors impacting organisations IBM CEO Study 2012 1 2 3 4 5 6 7 8 9 Technology factors (71%) People skills (69%) Market factors (68%) Macro-economic factors Regulatory concerns Globalisation Socio-economic factors Environmental issues Geopolitical factors
  • 13. We are changing with technology
  • 14. SCARCE AND CRITICAL SKILLS Pos. Type of scarce and critical skills area Magnitude of scarcity 1 Industrial & Mechanical Engineers and Technologists 2 Medical Technicians 3 Training & development professionals 4 Metal fitters & machinists 5 Specialist managers 6 Agriculture & forestry scientists 7 Chemistry, food & beverage technicians 8 Electrical Engineering, draft persons & technicians 9 Social workers 9 Medical and laboratory scientists & technologists 10 Motor mechanics 11 Structural steel & welding trade workers 11 Advertising, marketing & sales managers 12 Civil engineering, draft persons & technicians 13 HR Professionals 14 Advertising, marketing & sales professionals 15 Production & operations managers 12 665 10 000 9 260 8 340 6 955 6 175 6 145 5 145 5 000 5 000 4 205 4 045 4 045 3 960 3 855 3 095 3 130 (DHET, 2011)
  • 15. HR Trends • • • • • HR as Strategic Partner and Talent Management HR Governance HR Risk Management New role to impact ethics in organisations HR contribution to CSR and socio-economic situation - sustainability • HR Technology and Social Media • HR standards and metrics – integrated reporting • HR Competency models - professionalism
  • 16. BACKGROUND & METHODOLOGY • First SABPP HR Competency Model (1990) • Project driven by 2 top HR Talent specialists: Lydia Cillie-Schmidt & Terry Meyer • Good inputs from market – Steel company, Nedbank, Sasol, DPSA, Ethekweni Municipality, Qbit, Catalyst Consulting • Continuous engagement and consultation • Analysis of global and local HRCMs & research • Integration of key elements into an SA HR profession map and competency model
  • 17. Design principles • Based on overarching HR profession map • Learn from the previous models, integrate best elements – leading competencies world-wide • But not copying from global models • Relevant to South Africa – unique/local • Alignment of personal and business competencies and HR competencies • Focus on present and future
  • 18. ULRICH MODELS 1 - 4
  • 19. ULRICH 5.0
  • 20. CORPORATE LEADERSHIP COUNCIL
  • 21. CORPORATE LEADERSHIP COUNCIL
  • 22. RBL HR COMPETENCY STUDY
  • 23. CIPD
  • 24. Competency levels of the top 10 HR priorities Priority Area Priority Weight Competency Weight Priority Rank Competency Rank Creating a high-performance culture / Performance management 3.91 3.42 1 6 Leadership and management development 3.79 3.36 2 8 Skills development 3.77 3.58 3 3 Focus on corporate values, ethics 3.71 3.45 4 4 Industrial / Employee relations 3.69 3.70 5 2 Customer service / relations 3.68 3.43 6 5 Employee engagement 3.68 3.35 7 9 Change management 3.68 3.22 8 16 Crafting and implementing HR strategy 3.64 3.40 9 7 HR policies and procedures 3.62 3.71 10 1 HR Survey (2011)
  • 25. HR COMPETENCY HOUSE
  • 26. 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 5 CORE COMPETENCIES ETHICS ORGANISATIONAL CAPABILITY PROFESSIONALISM LEADERSHIP & PERSONAL CREDIBILITY
  • 27. Comfort zone challenged
  • 28. Use of workforce analytics remains limited Measuring collaboration and knowledge sharing across the organisation 14% 5% Enhancing workforce productivity 39% Evaluating workforce performance 40% 15% 38% 19% Retaining valued talent within the organisation Sourcing, recruiting and onboarding individuals from outside the organisation Developing workforce skills and capabilities Allocating the workforce across the organisation 14% 40% 30% 35% Developing strategy linked to business strategy 28% Developing future leaders 29% 20% 22% 23% 25% 26% 0% 10% 20% 30% 40% 50% 60% IBM: Working beyond Borders Can identify historical trends and patterns Can develop scenarios and predict future outcomes
  • 29. L&D Benchmarks (ASTD/SABPP) BENCHMARK USA RSA CHANGE Average % payroll 2,24% 3,94% + 0,83 Hours /employee 36 40 - 12 Spend/employee $1068 R 6898 +R 1700 Employees/trainer 253 157 +19 % companies elearning 31% 43% + 10% % outsourced 22% 62% +10% Order full report: hrri@sabpp.co.za
  • 30. What is a management system? One definition of management is 'the guidance and control of action', and a system is defined as a 'set of components interconnected for a purpose'.  A management system is: 'A set of components, interconnected for the guidance and control of action'.  This suggests that the 'interconnection' has been planned for a reason, and that the purpose would not be achieved without the 'interconnection'. In other words, the separate components would not independently achieve the same results. Integrated management system
  • 31. Operational Management Consistency in the Management of People One of the toughest things to be is consistent
  • 32. Revenue per full-time employee Not applicable 15% ? 3% It’s confidential 4% Don’t measure/Don’t know 23% R10 million+ 2% R1 million to R 10 million 12% R100 000 to R1 million 16% > R100 000 24% R0 1% 0% 5% 10% 15% 20% 25% 30%
  • 33. Cost of labour as a % of revenue Too confidential 2% Not done 4% Don’t know/Not applicable 25% 61 - 70% 11% 51 - 60% 14% 41 - 50% 9% 31 - 40% 7% 21 - 30% 12% 11 - 20% 7% > 10% 9% 0% 5% 10% 15% 20% 25% 30%
  • 34. LTO rate Indicate LTO rate: 44% Don't measure 21% Don't know 35% 0% 10% 20% 30% 40% 50%
  • 35. Absenteeism rate Indicate absenteeism rate 35% Don't measure 31% Don't know 34% 29% 30% 31% 32% 33% 34% 35% 36%
  • 36. HR manager’s response to metrics?
  • 37. The basic metrics they propose as essential for investors to know are: 1. Spending on human capital a. Total amount spent on employees (salaries, benefits, taxes) b. Total amount spent in support of employees c. Total amount spent in lieu of employees (contractors, etcetera) d. Total amount invested in training and development e. Total headcount and total FTE (full-time equivalents) at the end of the period 2. Ability to retain talent a. Voluntary and total turnover b. Broken down by subset of EEO-1 job types c. Industry standard formula of (# of terminations during the period) / (average active headcount during the period) 3. Leadership depth a. Percentage of defined positions that have an identified successor b. Percentage of open defined positions filled internally during the period SHRM (April 2012)
  • 38. The basic metrics they propose as essential for investors to know are: 4. Leadership quality a. Index of relevant questions from employee survey b. Information on the response rate and methodology/tool 5. Employee engagement a. Index of relevant questions from employee survey 287 b. Information on the response rate and methodology/tool 6. Human capital discussion & analysis (HD&A) a. Narrative to provide context and discussion of the reported metrics b. Disclosure of any material risks or any other material information related to human capital Note: Organisations may wish to include breakdowns of these metrics by unit or region; it simply depends on what makes sense to the organisation and its investors. SHRM (April 2012)
  • 39. Risk + readiness
  • 40. SocialHR Social Media Strategy media strategy e❸ engage for empowerment towards excellence Connecting HR professionals in professional social media networks
  • 41. FOLLOW US for daily HR news, articles, reports @sabpp1
  • 42. HR facing social media
  • 43. Getting the balance right… Professional knowledge and standards (competence) Doing good work (excellence) Accountability Responsibility Professional ethics (conscience) Ethical behaviour and conduct (ethics) Fairness Transparency
  • 44. SABPP HR System Standards Model BUSINESS STRATEGY – HR BUSINESS ALIGNMENT Prepare HR Risk Management FUNCTIONAL & CROSS FUNCTIONAL HR VALUE CHAIN Implement Workforce planning Learning HR Service Delivery Review Performance Reward Wellness HR VALUE & DELIVERY PLATFORM MEASURING HR SUCCESS HR Audit: Standards & Metrics ERM OD HR COMPETENCIES Talent Management Strategic HRM HR Technology (HRIS) Improve
  • 45. SABPP HR Standards & Metrics Roadmap PHASE 2: PHASE 4: HR Functional standards Integrated Reporting PHASE 1: PHASE 6: Management System Standard HR integrated in King IV PHASE 5: PHASE 3: CPD & Support Tools HR Metrics 2012 2013 2017
  • 46. The need for consistency and quality
  • 47. HR Standards Roll-out Development (21 May) Consultation (June-July) Release (20-22 Aug) Standards-writing Standards inputs Standards finalisation (100 top HR professionals) (100 top HR specialists + 1000 professionals) (100 HR Directors sign-off) HR Standards conference
  • 48. Conclusion It was great being with you. The new competency model sets the benchmark for HR competence. HR standards are needed to improve the consistency and quality of people management. HR metrics are needed to assess the bottom-line impact of HR on business. Improved people performance translates to improved business performance.
  • 49. Let us rise to the challenge and deliver excellence
  • 50. Let us build HR competence and create 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 New office: 8 Sherborne Str, Parktown Tel: 011 482-8595 Fax: 011 482-4830 Cel: 082 859 3593 (Marius Meyer) New office