HR Professional Practice Standards Launch

1. 19
November
2014,
Cape
Town
Marius Meyer
@SABPP1

2. Thank you to the PPS pioneers!

3. Employment equity table

4. Output of 14 May – PPS file

5. National HR Governance Strategy Alignment
HR
Products/Services:
• CPD
• Mentoring
• Professional
HR
Professional
Standards:
• HRMS
(13)
• HRMSAS
(13)
• HRPPS
(19+)
registraCon
• Research
• HR
Academy
–
QCTO
• Curriculum
standards
HR
Metrics:
• NaConal
HR
Scorecard
• HR
Service
Standards
HR
AudiCng:
• Internal
Audit
• External
Audit
ISO:
HR
Integrated
ReporCng
King
IV:
HR
Governance

6. From HRMSS to HR PPS
HR
MANAGEMENT
SYSTEM
STANDARD
HR
PROFESSIONAL
PRACTICE
STANDARDS
Developed
in
2013.
Developed
in
2014.
Overall
HR
Management
System.
HR
pracCces
inside
the
System.
13
Standard
Elements.
19+
HR
Professional
PracCce
Standards.
Broad
strategic
view
of
the
HR
funcCon.
Specific
details
of
HR
pracCces.
Methodologies
not
prescribed.
Provides
frameworks
and
context
for
methodologies
HR
Directors
are
owners
of
System.
HR
PracCConers
&
Subject
Ma]er
Experts
own
pracCces.

7. Definition of PPS
Each PPS sets out the operational /
tactical process that constitutes good
practice in that particular area of HR
management, giving expression to
practical issues in more detail than can
be covered in the main HRM Standard.

8. Developing the PPS
Propose
list
of
PPS
CollaboraCve
wriCng
May
14th
2014
Dra^
standardised
PPS
and
circulate
for
comment
June
–
July
Incorporate
comments
and
launch
August
2014

10. Workforce
Planning
• Recruitment
• SelecCon
• On-­‐boarding/inducCon/orientaCon
• Employment
Equity
/
Diversity
and
Inclusion
Management
• Succession
Planning
• Career
Management

11. Learning
and
Development
• Learning
Needs
Analysis
• Learning
Design
• Learning
EvaluaCon
• Coaching
and
Mentoring

12. Performance
Management
• Performance
Appraisals
Reward
and
RecogniCon
• RemuneraCon
Benchmarking

13. Employment
RelaCons
Management
• Grievance
Procedures
• Disciplinary
Procedures
• CollecCve
Bargaining
• Dispute
ResoluCon
• Absenteeism
Management

14. OrganisaCon
Development
• Leadership
Development
• OrganisaCon
Design

15. Practitioners love them
“A very exciting innovation that will
revitalise HR practice in South
Africa.”
Nceba Ndzwayiba, Transformation Manager: Netcare

16. Practitioners love them
“Each HR Professional Practice
Standard cited in the draft HR
Professional Practice Standards
document has been clearly articulated. It
is simple and easy to understand. Well
done!”
Sithabiso Mabaso, Talent Acquisition & Compliance Manager: National
Health Laboratory Service

17. • “This has been an amazing journey on
a personal and professional
development point of view. Being part
of the birth of such an amazing process
that will change the face of the HR
fraternity in the country was an honour
indeed.”
Zanele le Roux, HR Executive: Aon Bonfield

18. International feedback
“Congratulations to you all on the excellent progress made in bringing to
fruition the National HR Framework (with identified elements) and now the
launch of specific HR professional practices.
By recognising the inter-relatedness of HR Standards used for different
purposes you are able to tackle the task of integrating HR standards in a
holistic way.
The suggested methodology, using self-assessment before graduating to
external validation reflects the maturity pathway required for this exercise
to be ultimately successful.
Well done and keep up the good work!”
Dr Chris Andrews, Director: HR, Bond University

19. Structure of the file
• How the PPS fits into the HRM System
Model
• Definition
• Fundamental Requirements for Good
Practice
• Process Diagram
• Checklists, Tips, other tools

20. Expansion of the file
• With new Professional Practice
Standards
• With additional resources
– Dedicated website area (members only)
with other resources: articles, research,
checklists
• Work in progress

21. LEADERSHIP DEVELOPMENT
Where does Leadership Development fit into the
HRM System?
Leadership development processes are informed by
the talent management strategy and form an
important talent management intervention. It is a
special form of L&D and is a critical success factor to
effective processes along the HR value chain
including:
• Performance management
• Reward and Recognition
• Employment Relations Management
• Wellness

22. LEADERSHIP DEVELOPMENT
Definition
A structured and facilitated process to grow
leaders and those identified as potential
leaders in their ability to unlock potential in
themselves, in others and through others.
© SABPP (2014)

23. LEADERSHIP DEVELOPMENT PROCESS
FEEDBACK AND REVIEW
LD
STRATEGY
DOCUMENT
IMPLEMENTATION
PROCESS
(Document
&
flow)
LEADERSHOP
COMPETENCY
FRAMEWORK
DOCUMENT
INTERVENTION
DESIGN
AND
SELECTION
Formal
academic
programmes
Personal
leadership
effecCveness
development
Coaching/mentoring
internal
&
external
Speakers
COMMUNICATE
WITHIN
ORGANISATION
&
TO
INDIVIDUALS
ABOUT
WHAT
IS
PLANNED
IMPLEMENT
INTER-­‐
VENTIONS
IDENTIFICATION
Who
are
current
&
potenCal
leaders
Assessment
and
gap
analysis
according
to
competency
framework
Career
path,
career
&
succession
planning
Assessment/profiling
including
team/
individual/division
effecCveness

24. LEADERSHIP DEVELOPMENT
Fundamental requirements for good leadership
development practice:
1. A clear idea of what constitutes good leadership in the
organisation and should develop a leadership
competency model;
2. Development of leadership potential specific to the
individual – personal preferences, styles, needs &
circumstances; range of development opportunities;
3. Role-modelled and led by senior managers who should
take on mentoring & other developmental roles.
© SABPP (2014)

25. LEADERSHIP DEVELOPMENT
Checklist:
1. Leadership development strategy
2. Leadership development process
3. Defined competencies, qualifications, functional ability
4. Identification of Who (current & future), career path,
succession planning & career planning, assessment of as
is vs to be and gaps, profiling, individual and team/
division/department/area effectiveness
5. Differentiation of academic programmes and personal
leadership effectiveness development (internal/external)
6. Communication intervention process (awareness)
7. Feedback and review processes

26. Table discussion
• Individuals:
– Using the template provided, rank the 19
in order of usefulness to you in your
current context
• Group discussion:
– How will the PPS help you to deliver more
value to your organisation?
• What other PPS would you like to see
developed?

27. Applying the PPS
• Share PPS in your HR team
• Compare present practice and identify gaps
• Develop action plans
• Share PPS and plans with line managers
• Build HR competence to deliver on the PPS
• Feedback to SABPP
– Implementation experience
– Case studies of innovations
– Requests for more PPS

28. The way forward
• Take them home and use them
• Give us feedback for continuous
improvement
• Help us develop new PPS

30. Purpose of the tool
– Self-assessments & gap analysis
– Preparation for audits
– Audits

31. Structure of the tool
HR Standard Element 1
STRATEGIC HR MANAGEMENT
TYPE OF EVIDENCE LIKELY SOURCE OF EVIDENCE
1.2.1 To ensure the HR strategy is derived from and aligned to
the organisation’s objectives in consultation with key
organisational stakeholders.
• Documentary
• Interviews with key stakeholders
• CEO/Head of Organisation
• Head of HR
• Key stakeholders
1.2.2 To analyse the internal and external socio-economic,
political and technological environment and provide
proactive people-related business solutions.
• Presentations, documents prepared for strategy sessions • CEO/Head of Organisation
• Other Senior practitioners
• Head of HR
1.2.3 To provide strategic direction and measurements for
strategic innovation and sustainable people practices.
• Documents
• Discussion
• Head of HR
1.2.4 To provide a foundation for the employment value
proposition of the organisation.
• Documents
• Marketing material
• Head of HR and/or Head of
Talent Management
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.
• Documents • HR management team
1.2.6 To determine an appropriate HR structure, allocate tasks
and monitor the development of HR competence to deliver
HR strategic objectives.
• Documents • Head of HR
• Head of Talent Management

32. The way forward with PPS
• Take it
• Use it
• Make it work for you
• When you are ready on your HR
Standards journey, contact us for
an HR Audit: hraudit@sabpp.co.za