SABPP - St Peters 2013

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SABPP - St Peters 2013

  1. 1. BUILDING THE HR PROFESSION AND PEOPLE MANAGEMENT IN SCHOOLS: Reasons for HR professionals to belong to a professional board Marius Meyer 25 March 2013 marius@sabpp.co.za @SABPP1
  2. 2. We are here for our children Nadia Meyer (grade 3)
  3. 3. Computer picture
  4. 4. Importance of teaching “A teacher affects eternity; he can never tell where his influence stops.” Henry Adams “Upon our children – how they are taught – rests the fate or fortune of tomorrow’s world.” BC Forbes
  5. 5. A proud moment My teacher Keith Jennings featured in book.
  6. 6. Changing behaviour/habits
  7. 7. SABPP Schools Project • Vision is to support schools with professional HR management • HR Advisor and HR Intern per school
  8. 8. Technology era
  9. 9. Technology revolution
  10. 10. 1. SABPP is the 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.
  11. 11. 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
  12. 12. Alliances ALLIANCES TO STRENGTHEN HR
  13. 13. Marius Meyer, SABPP CEO receiving the SAQA certificate of professional body recognition from the Minister of Higher Education and Training, Dr Blade Nzimande.
  14. 14. 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
  15. 15. Ready for the future?
  16. 16. 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
  17. 17. Most important organisational capabilities over the next five years Leadership 37% Execution speed 34% Client connectivity 33% Innovation 31% 28% IBM: Working beyond Borders 30% 32% 34% 36% 38%
  18. 18. 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
  19. 19. We are changing with technology
  20. 20. 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)
  21. 21. 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
  22. 22. 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)
  23. 23. WHAT IS COMPETENCE? “Competence is the quality of being adequately or well qualified physically and intellectually. I have not for a long time heard that word used to describe a politician – or any public servant, for that matter. Make competence a respectable word again.” - Prof Jonathan Jansen
  24. 24. HR COMPETENCY HOUSE
  25. 25. 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
  26. 26. Comfort zone challenged
  27. 27. 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%
  28. 28. Schools facing social media
  29. 29. Operational Management Consistency in the Management of People One of the toughest things to be is consistent
  30. 30. Absenteeism rate Indicate absenteeism rate 35% Don't measure 31% Don't know 34% 29% 30% 31% 32% 33% 34% 35% 36%
  31. 31. School principal’s response to HR?
  32. 32. 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
  33. 33. 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
  34. 34. The need for consistency and quality
  35. 35. Conclusion We need a professional approach to HR practices in schools. The new competency model sets the benchmark for HR competence. HR standards are needed to improve the consistency and quality of people management. Better people performance translates to improved school and business performance.
  36. 36. Key questions • Do you have high quality HR policies and practices in schools? • Are you up to date with new trends and developments in HR? • Do you need a high level professional network? • Do you need professional support from a professional body? • Will you be ready to implement the 13 national HR standards?
  37. 37. Let us rise to the challenge and deliver HR excellence
  38. 38. 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)
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