Slides by Marius Meyer of #SABPP on #HRStandards at #IMPSA2014 in Durban

1. 29 October 2014
Marius Meyer
@SABPP1

2. SABPP Professional Values
RESPONSIBILITY
I
RESPECT
INTEGRITY
COMPETENCE

3. Importance of ethics for HR

4. New SABPP Model: HR Voice for Professionals
Human resource development
Research -info
Value & visibility
Openfor alliances
Innovation
CPD
Excel- lence
Quality
assurance
Learning growth & develop- ment
Knowledge
Self-governance
Duty to society
Ethics

5. Professional registration levels
•M/D degree + 6 years top level experience
•LoW= executive level
MHRP
(Master)
CHRP
(Chartered)
•Degree/ND + 3 years experience
•LoW= middle management
HRP (Professional)
HRA (Associate)
•Certificate + 1 year experience
•LoW= entry
HRT (Technician)
•Hons degree + 4 years sr experience
•LoW = senior management
•2 year dip + 2 years experience
•LoW = junior level

6. 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).

7. Marius Meyer, SABPP CEO receiving the SAQA certificate of professional body recognition from the Minister of Higher Education and Training, Dr Blade Nzimande.

8. SABPP BLOG
For regular updates join our special
HR Standards Blog:
www.hrtoday.me

9. HR COMPETENCY HOUSE

10. SOUTH AFRICAN HR COMPETENCY MODEL
STRATEGY
TALENT MANAGEMENT
HR GOVERNANCE, RISK, COMPLIANCE
ANALYTICS & MEASUREMENT
HR SERVICE DELIVERY
5 HR
CAPABILITIES
LEADERSHIP & PERSONAL CREDIBILITY
ORGANISATIONAL CAPABILITY
SOLUTION CREATION & IMPLEMENTATION
INTERPERSONAL & COMMUNICATION
CITIZENSHIP FOR FUTURE: INNOVATION, TECHNOLOGY, SUSTAINABILITY
CORE
COMPETENCIES
HR & BUSINESS KNOWLEDGE
DUTY TO SOCIETY
ETHICS
PROFESSIONALISM
4 PILLARS

11. Maslow’s needs in 2014

12. OperationalManagement Consistency in the Management of People
One of the toughest things to be is consistent

13. The role of HR …

14. Critical questions
1.How many of you would like to eat in a restaurant without standards?
2.Or stay in a hotel without standards?
3.Or send your child to a school (or pre- school) without standards?
4.Or get operated in a hospital without any standards?
5.Or drive a car without standards?
6.Or use an airline without standards?

15. Then when it comes to HR …
Why do we continue to manage people and govern the most precious part of our organisations (i.e. people) without standards?

16. Top facts about HR
•Human Capital is the biggest concern for CEOs (PwC).
•Only 18% of CEOs feel confident that they have the right people in place to execute strategy (CEB).
•Human Capital is the biggest risk in business (HCI Africa).
•Skills crisis is the top obstacle to economic growth.
•Strikes cost SA R 200 million+ per day.

17. More facts about HR
•SA losing R12 billion a year due to absenteeism.
•Only 19% auditors feel they use HR optimally (CG Index –Institute of Internal Auditors)
•Only 5% employees understand business strategy.
•World-wide 13% of employees actively engaged.
•Companies with engaged employees outperform others by 202% (Dale Carnegie).
•Companies with good HR Practices outperform others by treating HR as critical business function, these companies are 105% more profitable.
•Average ROI on wellness programmes: 300%.

18. 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, Medupi.
•Raising the bar for the HR profession and business impact.

19. The reality is …

20. Types of standards
•Unit standards / Curriculum standards
•Service delivery standards
•Competence standards
•Metrics/benchmarking standards
•Professional practice standards
•Business/industry/process/system standards -ISO

21. Global approaches to standards
•Production and safety lead –ISO standards
•Professional standards –accounting
•Top global companies –their own standards
•Canada –HR Standards & Metrics
•UK –Human Capital Standard (BSI/CIPD)
•ISO HR project started
•South African National HR Standards
•HR Standards in Namibia

22. It all started on 21 May 2013 with 13 Standard facilitators

23. 468 HR Leaders developing HR Standards for South Africa

24. HR Standards Facilitators
Kate Dikgale-Freeman Michael Robbins Linda Chipunza

25. IMPSA was a key stakeholder
IMPSA President, Johann Kruger with Dr Michael Robbins, IMOR/BSI

26. BUSINESS STRATEGY –HR BUSINESS ALIGNMENT
Strategic
HRM
Talent
Management
HR Risk
Management
HR ARCHITECTURE
I
HR VALUE &
DELIVERY PLATFORM
Work- force
planning
Learning
&
Deve- lopment
Perfor- mance
Mana- gement
Reward &
Recogni- tion
Em- ployeewellness
Employ- mentRela- tions
Organi- sation
Deve- lopment
HR Service Delivery
HR Technology
(HRIS)
Prepare
Imple-
ment
Review
Improve
HR MEASUREMENT
HR Audit: Standards & Metrics
H R C O M P E T E N C I E S
© SABPP HR MANAGEMENT SYSTEM STANDARD MODEL

27. HR Standards Files
13 standards (2013)
19 standards (2014)

28. HR Standards Supporters

29. HR Standards Presentations

30. Business chamber support

31. HR Standards Case Studies

32. Professional forum support

33. International HR bodies
Tim Ekandjo, President: IPM Namibia &
Marius Meyer, CEO: SABPP in Windhoek

34. Support from consulting firms

35. 20+ Universities

36. International interest

37. BUSINESS STRATEGY –HR BUSINESS ALIGNMENT
Strategic
HRM
Talent
Management
HR Risk
Management
HR ARCHITECTURE
I
HR VALUE &
DELIVERY PLATFORM
Work- force
planning
Learning
&
Deve- lopment
Perfor- mance
Mana- gement
Reward &
Recogni- tion
Em- ployeewellness
Employ- mentRela- tions
Organi- sation
Deve- lopment
HR Service Delivery
HR Technology
(HRIS)
Prepare
Imple-
ment
Review
Improve
HR MEASUREMENT
HR Audit: Standards & Metrics
H R C O M P E T E N C I E S
© SABPP HR MANAGEMENT SYSTEM STANDARD MODEL

38. STANDARD ELEMENT #1
STRATEGIC HR MANAGEMENT
❶

39. STRATEGIC HR MANAGEMENT STANDARD
DEFINITION
Strategic HR Management is a systematicapproach to developing and implementing long-term HRM strategies, policies and plans that enable the organisation to achieve its objectives.
SABPP (2013)

40. STRATEGIC HRM PROCESS
Framework of HR policies & programmes
Environmental scan (PESTL)
HR structure, service model and capability development
People strategy
HR strategic agenda
Organisation’s strategic intent
HR strategic agenda
HR business plan
People strategy
Allocate roles & responsibilities (line/HR/support functions)
MONITOR & EVALUATE

41. Strategic HR: It is all about alignment

42. STANDARD ELEMENT 2
TALENT MANAGEMENT
❷

43. TALENT MANAGEMENT STANDARD
DEFINITION
Talent Management is the proactive design and implementation of an integrated talent- driven organisational 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)

44. Talent management

46. STANDARD ELEMENT 3
HR RISK MANAGEMENT
❸

47. HR RISK MANAGEMENT STANDARD
DEFINITION
HR Risk Management is a systematic approach of identifying and addressing people risks (uncertainties and opportunities) that can either have a positive or negative effect on the realisation of the objectives of an organisation.

48. HR Risk?

49. HR RISK MANAGEMENT PROCESS
Assessment of risk tolerance for each risk
Identify and evaluate impact of HR risks
HR practices, programmes, metrics to manage risks
HR Risk Map
HR Risk Register
Organisation’s risk management structures and processes
HR Risk Register
HR Risk Management Plan
HR Risk Map
MONITOR & EVALUATE

50. HR Risk Management: It is all about people factors

51. STANDARD ELEMENT 4
WORKFORCE PLANNING
❹

52. WORKFORCE PLANNING
DEFINITION
Workforce Planning is the systematic identification and analysis of organisational workforce needs culminating in a workforce plan to ensure sustainable organisational capability in pursuit of the achievement of its strategic and operational objectives.The workforce plan will set out the actions necessary to have the right people in the right place at the right time.

53. WORFORCE PLANNING PROCESS
Future workforce forecasts -costed scenarios
GAP ANALYSIS
PLANS TO CLOSE GAPS
Present workforce
MONITOR & EVALUATE
Business strategy & plans
Internal & external trends
COMPARE
Workforce scheduling
Recruitment, assessment and selection

54. STANDARD ELEMENT 5
LEARNING AND DEVELOPMENT
❺

55. LEARNING & DEVELOPMENT
DEFINITION
Learning and development is the practice of providing occupationally directed and other learning activities that enable and enhance the knowledge, practical skills and work place experience and behaviour of individuals and teams based on current and future occupational requirements for optimal organisational performance and sustainability.
SABPP (2013)

56. LEARNING AND DEVELOPMENT PROCESS
Integrated L&D approach & programmes
Structure & capability of L&D resources
MONITOR & EVALUATE
Business strategy & plans
External trends
Knowledge management
Skills develop- mentlegislation
Current compet- encies

57. L&D is key

58. STANDARD ELEMENT 6
PERFORMANCE MANAGEMENT
❻

59. PERFORMANCE MANAGEMENT
DEFINITION
Performance management is a planned process of directing, developing, supporting, aligning and improving individual and team performance in enabling the sustained achievement of organisational objectives.
SABPP (2013)

60. Managing staff performance

61. PERFORMANCE MANAGEMENT SYSTEM
PM capability of line, employees and HR
MONITOR & EVALUATE
Business strategy & plans
Performance expectations
PM policy and procedure
Performance measurement & feedback
Consistency
Leadership
Performance development
ENABLERS

62. STANDARD ELEMENT 7
REWARD AND RECOGNITION
❼

63. REWARD & RECOGNITION
DEFINITION
Reward is a strategy and system that enables organisations to offer fair and appropriate levels of pay and benefits in recognition for their contribution to the achievement of agreed deliverables in line with organisational objectives and values.
Recognition is a related strategy and system that seeks to reward employees for other achievements through mechanisms outside the pay and benefits structure.
SABPP (2013)

64. Employee perspective on reward

65. REWARD AND RECOGNITION SYSTEM
Communication and training
BENCHMARK, MONITOR & EVALUATE
Business objectives and culture
Other HR processes egperformance management
RRM policies and procedures
REWARD AND RECOGNITION STRATEGY
Individuals’ needs and wants
Legal and governance requirements
Market trends –sector, national, international
Talent Management strategy
Employee consultation/ negotiation
REWARD AND RECOGNITION STRATEGY

66. STANDARD ELEMENT 8
EMPLOYEE WELLNESS
❽

67. EMPLOYEE WELLNESS
DEFINITION
Employee wellness is a strategy to ensure that a safe and healthy work and social environment is created and maintained, together with individual wellness commitment that enables employees to perform optimally while meeting all health and safety legislative requirements and other relevant wellness good practices in support of the achievement of organisational objectives.
SABPP (2013)

68. Importance of employee wellness

69. EMPLOYEE WELLNESS SYSTEM
Communi-cationand training
MONITOR & EVALUATE
Employee awareness
Other HR processes egperformance management
Wellness policies and procedures
WELLNESS STRATEGY
Legal and governance requirements
Wellness risk assessments
Employee self- responsibility
Employee consultation
Employee health services
EMPLOYEES
ORGANISATION
Wellness analytics
Cost manage- ment

70. STANDARD ELEMENT 9
EMPLOYMENT RELATIONS MANAGEMENT
❾

71. EMPLOYMENT RELATIONS MANAGEMENT
DEFINITION
Employment relations is the management of individual and collective relationships in an organisation through the implementation of good practices that enable the achievement of organisational objectives compliant with the legislative framework and appropriate to socio-economic conditions.
SABPP (2013)

72. Employment relations

73. EMPLOYMENT RELATIONS MANAGEMENT SYSTEM
Communi-cationand training
MONITOR & EVALUATE
Other HR processes egperformance management
ERM policies and procedures
ERM STRATEGY
Legal requirements, agreements
ER philosophy
Workforce characteristics
ERM STRATEGY
ER resources & structures
Leadership behaviour –build trust and respect
Socio/economic/political trends

74. STANDARD ELEMENT 10
ORGANISATION DEVELOPMENT
❿

75. ORGANISATION DEVELOPMENT
DEFINITION
Organisation development (OD) is a planned systemic change process to continually improve an organisation’s effectiveness and efficiency by utilising diagnostic data, and designing and implementing appropriate solutions and interventions to measurably enable the organisation to optimise its purpose and strategy.
SABPP (2013)

76. ORGANISATION DEVELOPMENT PROCESS
MONITOR & EVALUATE
Other HR processes egL&D
Organisational purpose
Employees’ capability to work together
Organisational design
Diagnose
Consultation with appropriate stakeholders
ELEMENTS TO BE LINKED & OPTIMISED
Define intended outcomes, design intervention
Prioritise and integrate
PROCESS
OUTPUTS
Employee communication
ENABLERS

77. STANDARD ELEMENT 11
HR SERVICE DELIVERY
⓫

78. HR SERVICE DELIVERY
DEFINITION
HR Service Delivery is the influencing and partnering approach in the provision of HR services meeting the needs of the organisation and its employees which enables delivery of organisational goals and targets.
SABPP (2013)

79. HR/Line relationship?

80. HR SERVICE DELIVERY SYSTEM
MONITOR & EVALUATE
HR strategy
HR policies and procedures
Clear roles and responsibilities for management of people in the workplace
HR service delivery model and system
Service Level Agreement
Compliance monitoring
Employee communication
Laws, regulations, codes, agreements
Management and employee support –guidance, consultation, coaching

81. STANDARD ELEMENT 12
HR TECHNOLOGY
⓬

82. HR TECHNOLOGY
DEFINITION
HR Technology is the effective utilisation of technological applications and platforms that make information both accessible and accurate, providing HR and line management with the knowledge and intelligence required for more effective decision- making, to align all employees towards the implementation of the organisation’s strategy.
SABPP (2013)

83. HR facing technology?

84. HR TECHNOLOGY MANAGEMENT SYSTEM
MONITOR & EVALUATE
IT governance & security rules
Available technology (cost, ROI)
HR management system & processes
HRIS & other HR/HRD requirements
Plan and implement approved developments
Environmental scanning for new developments
Training and support
Legislative reqirements

85. STANDARD ELEMENT 13
HR MEASUREMENT
⓭

86. HR MEASUREMENT
DEFINITION
HR measurement is a continuous process of gathering, analysing, interpreting, evaluating and presenting quantitative and qualitative data to measure, align and benchmark the impact of HR practices on organisational objectives, including facilitating internal and external auditing of HR policies, processes, practices and outcomes.
SABPP (2013)

87. HR manager’s response to metrics?

88. HR MEASUREMENT SYSTEM
MONITOR & EVALUATE
What are the drivers behind those issues?
What issues do we need to manage (risks/opportunities)?
What are the outcomes specified in the SLA?
How can we measure those in a Balanced Score Card?
METRICS
METRICS FOR PEOPLE MANAGEMENT IN THE ORGANISATION
METRICS FOR HR EFFECTIVENESS/
EFFICIENCY
How can we measure those drivers?
Management system & resources to collect and report
Financial and operational reporting systems in organisation

89. HR Audit -Certification

90. National HR Governance Strategy Alignment
HR Professional Standards:
•HRMS (13)
•HRMSAS (13)
•HRPPS (30+)
HR Products/Services:
•CPD
•Mentoring
•Professional registration
•Research
•HR Academy –QCTO
•Curriculum standards
HR Metrics:
•National HR Scorecard
•HR Service Standards
HR Auditing:
•Internal Audit
•External Audit
King IV:
HR Governance
ISO: HR
Integrated
Reporting
HR Competencies

91. The need for consistency and quality

92. Conclusion
HR standards are needed to improve the consistency and quality of HR management. We thank all HR professionals for your interest and support.
Best wishes with the application of the HR Standards at your municipality.

93. SABPP Exhibition -IMPSA
Meet SABPP Head of Stakeholder Relations,
Kenneth Nxumalo at the exhibition

94. We set HR standards!
professional@sabpp.co.za(Professional Registration)
xolani@sabpp.co.za(Operations)
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)
hraudit@sabpp.co.za(HR Audits)
Website: www.sabpp.co.zaBlog: hrtoday.me
Office: 8 SherborneStr, Parktown
Tel: 011 045-5400 Fax: 011 482-4830
Cel: 082 859 3593 (Marius Meyer)