From Business Partner to HR Governor
20 September 2013, ZIHRM
New SABPP Model: HR Voice for
Research - info
Duty to society
SABPP VALUE PROPOSITION:
Products/Services to advance HR profession
NLRD Upload (SAQA)
Accreditation of providers
HR Competency Model
Social media discussions
Updates (laws, trends)
Access to alliances
Professional registration levels
• M/D degree + 6 years top level experience
• LoW = executive level
• Hons degree + 4 years sr experience
• LoW = senior management
• Degree/ND + 3 years experience
• LoW = middle management
• 2 year dip + 2 years experience
• LoW = junior level
• Certificate + 1 year
• LoW = entry
• The emerging field of HR governance:
Balancing people GRC for business
• The transition from HR business partner to
• Key dimensions of HR governance
• Applying robust HR risk management
• Balancing performance and compliance
• HR’s contribution to a sustainable business
HR AS BUSINESS PARTNERS?
This financial crisis is forcing
government and local agencies
to make some tough decisions.
If things continue for much
longer, there's a real risk that
we may have to lay off Jose.
FLAWS OF BUSINESS PARTNER
• Why partner with the business if we are part of
• Why HR, what about IT, marketing etc?
• Underlying assumption that business is right &
HR is wrong.
• Line management view that performance is
more important than compliance.
• Line taking short cuts to side-step laws, HR
policy & procedures, e.g. selection.
• Line seen as most important stakeholder, what
about other stakeholders?
LINE SHOULD BECOME HR
• Turning the business partner model around – line
should become HR partners!
• Balancing the needs of multiple stakeholders (not
• HR as innovators, social activists & stakeholder
partners - sustainability
• High performance organisation culture
• HR driving business strategy
• HR’s role as governors – custodians of people
SOUTH AFRICAN HR COMPETENCY MODEL
HR GOVERNANCE, RISK,
ANALYTICS & MEASUREMENT
HR SERVICE DELIVERY
HR & BUSINESS KNOWLEDGE
SOLUTION CREATION & IMPLEMENTATION
INTERPERSONAL & COMMUNICATION
CITIZENSHIP FOR FUTURE: INNOVATION, TECHNOLOGY, SUSTAINABILITY
DUTY TO SOCIETY
LEADERSHIP & PERSONAL CREDIBILITY
Why a national HR Standard?
• We need to improve the quality of HR
• HR will not be seen as a true profession
• 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
Operational Management Consistency in the
Management of People
One of the toughest things to be is consistent
HR Standards Facilitators
468 HR Leaders developing
HR Standards for South Africa
SABPP HRM SYSTEM STANDARDS MODEL
BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
HR VALUE &
HR Audit: Standards & Metrics
National HR Governance Strategy Alignment
HR Professional Standards:
• HRMS (13)
• HRMSAS (13)
• HRPPS (30+)
• National HR Scorecard
• HR Service Standards
• Internal Audit
• External Audit
HR governance defined:
is the act of leading,
directing & controlling
the HR function to
in pursuit of the overall
business goal of
economic, social &
Evolution to HR governance
C o m p l i a n c e
Source: Kevin Carter
“People and behaviour
are often the biggest
• Critical to include
people risks in a
• HR need to be the
eyes & ears for peoplerelated governance &
What happens if we don’t manage risk:
A public sector case study
181 babies died in state hospitals.
Human errors, faulty equipment
& cover-up by senior medical staff were key
Infection-control nurse retired, and her post not
Critical shortage of nurses & clinical engineers
who are responsible for maintaining ventilators.
Senior doctors presented inaccurate stats to their
bosses to cover up poor management practices.
Doctors failed to alert DoH to the crisis, even
though a few nurses had raised the alarm to
What happens if we don’t manage risk:
A public sector case study
Shortage of nurses, leading to
overworked staff being vulnerable to
High baby-to-nurse ratio – babies not
getting adequate care and attention.
Specialist doctors consult junior doctors
on the phone without personally
accessing high-risk cases.
Inadequate training for medical staff.
30 May 2010
HR risks – people risk, governance
PEOPLE RISKS IN THE
• People risk includes: company culture, talent
shortages & retention, incompetence, employee
• HR risks
need to be factored into
every major business
H R R I S K S (8 African countries)
Safety - accidents
Strikes & poor
• Staff turnover
• Low staff satisfaction –
impact on customer
• Cyber security
• Diversity problems
• Sexual harassment
• Expatriate issues
OOPs !! What if ? the pilots had not
read the Instruction book
What if ? The ground staff didn't think that
house keeping was an important issue
Who insured it and will they pay ??
HR’s role is to guide and develop policies and ensure
that managers have a clear understanding of their
responsibilities. This applies in respect of, for
example, health and safety; fair employment practices;
recruitment and terminations; diversity and the
avoidance of discriminatory behaviour.
HR should participate at all levels in managing risks
within the company and contribute to ensuring ‘joinedup thinking’ between different business functions.
HR should be represented at executive level and on
specialist company-wide committees – for example, on
the implementation of the Corporate Governance (King
HR RISK MANAGEMENT
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
HR Risk Management
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
3.2.5 To contribute in creating and sustaining a risk culture in an organisation
which also encourages innovation and creativity.
HR Risk Management
3.3.1 Position the role of HR in influencing and communicating the organisational risk
3.3.2 Asses potential positive and negative people factor risk to achieving organisational
3.3.3 Identify and evaluate the potential risk impacts with regards 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 risk.
3.3.6 Ensure all HR risk practices conform to the organisational governance, risk and
compliance strategies and policies including integrated reporting.
RATING SCALE TO ASSESS HR
Some pockets of excellence,
but they are isolated, and
applied inconsistently in
certain parts of company.
Some occasional positive
results comparable to typical
average HR standards. Should
be addressed before it
HR leading practice is well
infused, aligned and integrated across the company and
applied consistently with clear
results. Comparable to worldclass standards. Should be
maintained, reinforced or used
as a model for other
HR practice is non-existent,
has a low uptake or is applied
poorly. Little, no or poor
results are evident. Requires
urgent attention to move to
medium risk over short or
Key phases for HR Governance
• Transform HR management to HR governance
by taking full responsibility for GRC in the HR
space, but with a clear link to overall GRC and
• Identify all stakeholders and engage with them
• Form new relationships – CRO & CAE
• Design and implement a robust HR risk
• Ensure HR features in integrated reporting
• HR Professionalism – competencies &
HOW TO MAKE IT WORK
Understand the business & strategy
Align HR strategy with business strategy
Work on business & financial acumen
Building sound relationships
Regular open communication
Use the language of business, not HR jargon
Invite line people to HR meetings
Start HR meetings with business strategy
Invite yourself to line meetings!
Proper HR analytics & metrics for business
ELIMINATING THE OBSTACLES
• Develop a clear business partner philosophy &
model for your organisation
• Break down the silos within HR, before you try
to break down the gap between HR and line
• Create a people-driven culture
• Build high level HR competence
• Develop line managers as people managers –
• Get line to understand risk & governance
6 CRITICAL QUESTIONS
Have you identified all your stakeholders?
Do you have a plan for implementing HR GRC?
What is the role of HR enabling GRC in your
Have you identified all the HR risks in the
Do you have an HR governance framework?
If you are assessed today, will you meet the
requirements of a GRC compliance audit?
“Whether a company sustains exceptional performance
depends first and foremost on whether it continues to
have the right people in power.”
GRC ROLE OF CHRO
“Governance, risk & compliance provides a
perfect opportunity for Chief HR Officers &
HR organisations to move beyond their
traditional administrative role & earn a seat
at the strategy table - providing HR with a
level of credibility & respect that’s long
Yes, HR should be strategic business partners, but
that means that we really address the needs of the
business without compromising our professional
duty of sound HR governance. If we can improve on
our HR performance and gain true credibility as
strategic HR champions, the challenge will be to
ensure that line managers become HR partners.
We should also become HR governors overseeing
HR as a key resource.
Best wishes with your HR work in Zambia!