SABPP - HR Standards - SAGRA


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SABPP - HR Standards - SAGRA

  1. 1. 12 September 2013 Marius Meyer @SABPP1
  2. 2. TOUGH ECONOMIC Learning & Development 2009 TIMES
  3. 3. 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
  5. 5. HR students are the future HR professionals of South Africa ! Meeting students at HRD Expo
  6. 6. 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
  7. 7. 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
  8. 8. Is it a case of the shoemaker’s children lacking shoes?
  9. 9. HR Talent Management “Quite possibly the biggest challenge that needs to occur in HR has to do with talent management – not elsewhere in organisations, but how talent management in HR is a case of the shoemaker’s children lacking shoes. Our results suggest that HR often doesn’t have the right talent; all too often it has talent that is inferior to the talent in other parts of the organization.” Ed Lawler III & John Boudreau (2009) Achieving Excellence in Human Resources Management, Stanford University Press
  12. 12. Comfort zone challenged
  13. 13. Importance of ethics
  14. 14. 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, De Doorns, Medupi. • Raising the bar for the HR profession and business impact.
  15. 15. Operational Management Consistency in the Management of People One of the toughest things to be is consistent
  16. 16. 468 HR Leaders developing HR Standards for South Africa
  17. 17. HR Standards Facilitators Kate Dikgale-Freeman Michael Robbins Linda Chipunza
  18. 18. SABPP HRM SYSTEM STANDARDS MODEL BUSINESS STRATEGY – HR BUSINESS ALIGNMENT Prepare HR Risk Management Talent Management HR ARCHITECTURE Implement Workforce planning Learning HR Service Delivery Review Performance Reward Wellness HR VALUE & DELIVERY PLATFORM HR MEASUREMENT HR Audit: Standards & Metrics ERM OD HR Technology (HRIS) HR COMPETENCIES Strategic HRM Improve
  19. 19. HR Standards Development Phase 1: Phase 2: HR MANAGEMENT SYSTEM STANDARD HR MANAGEMENT SYSTEM APPLICATION STANDARD HR PROFESSIONAL PRACTICE STANDARDS “HOW TO” STANDARD “WHAT” AND “HOW” OF SPECIFIC PROFESSIONAL PRACTICE STANDARDS “WHAT” STANDARD What are the elements of the HR system? 13 elements: Definition Objectives Implementation (High level) How can we apply the HR System standard? How to apply the 13 standard elements Phase 3: • • • • • • • Succession Planning Employment Equity Career Development Engagement Learning culture Change management Organisation design
  20. 20. Strategic HR: It is all about alignment
  21. 21. TALENT MANAGEMENT STANDARD DEFINITION Talent Management is the proactive design and implementation of a talent-driven business 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)
  22. 22. TALENT MANAGEMENT OBJECTIVES 2.2.1 To build a talent culture which defines the organisation’s philosophy, principles and approach to talent, which leverages diversity and is communicated in a clear employment value proposition. 2.2.2 To identify strategically critical positions and leadership roles and capabilities in the organisation into the future from the Workforce Plan that will determine the sustainability of the organisation. 2.2.3 To set up processes and systems which will: • Attract a sustainable pool of talent for current objectives and future organisation needs. • Achieve employment equity progress in the spirit of the legislation to achieve transformation. • Manage the retention and reward of talent. • Develop the required leadership skills. • Plan for succession to key roles. • Identify high potential employees and link them with key future roles in the organisation through monitored development plans. • Identify through assessment the optimal development opportunities for talent. 2.2.4 To agree appropriate roles for stakeholders in development & management of talent. 2.2.5 To monitor and report on talent management key results areas and indicators.
  23. 23. Workforce planning
  24. 24. TALENT MANAGEMENT STANDARD IMPLEMENTATION FRAMEWORK 2.3.1 Analyse the talent needs of the organisation by assisting in the segmenting and classifying talent across the organisation to ensure talent differentiation and management thereof. 2.3.2 Conduct labour market trend analysis of the required skills. 2.3.3 Create a talent management system focusing on current and future needs. 2.3.4 Engage and support line management regarding talent identification and requirements. 2.3.5 Decide on interventions to define and develop leadership competencies. 2.3.6 Decide on interventions to support effective talent management in the organisation. 2.3.7 Conduct a talent review linked to organisational objectives. SABPP (2013)
  25. 25. TALENT MANAGEMENT PROCESS LONG TERM TALENT PLANNING Talent needs analysis Labour market analysis Talent review Talent Management Interventions Leadership & key competencies development Talent Management System
  26. 26. Talent Management Application Standard 2.3.1 Engage & support line management regarding long-term planning, talent identification, staffing and other talent requirements • • • • • • • • Creating work environment that is attractive. Managers have KPA on talent development. Role of HR is to provide frameworks, systems, support, advice, coaching to line managers on talent management related activities. Processes based on philosophy, principles and approach supported by top management, role models. Risk tolerance in terms of appointments. HR ensures good practice, latest thinking and research are presented to management as appropriate to make sound decisions on talent management approach. Skills of line managers to perform their talent and people management responsibilities must be adequately developed through continuous training, coaching and mentoring. Management agree on sourcing strategy (build, buy, borrow, birth, bridge)
  27. 27. Talent Management Application Standard 2.3.2 Analyse the talent needs of the organisation by assisting managers to segment and classify talent across the organisation to ensure talent differentiation and management thereof. • Decision on how to segment talent is unique to each organisation. • Identify key groups which are critical to organisation now and future. • Consider core, critical and scarce groupings as the foundation for attraction, development and retention strategies. • Define talent pools broad enough to allow for skills development and skills evolution. • The decision on segmentation needs to be made in discussion with executive team, and then a careful communication strategy must be developed to ensure transparency to all employees. • Talent management must emphasise the achievement of employment equity.
  28. 28. Talent Management Application Standard 2.3.3 Conduct labour market trend analysis of the required skills: • Skills requirements established through analysis of current and future workforce against strategy. • Group like skills together into fairly groups so that future changes to technology and business processes can be catered for. • Find sources of information on supply trends on the skills the organisation will require. • Talent development is a long term process, adapt talent forecasting accordingly. • Develop good forecasting models which can handle a large amount of data and can be manipulated to provide different scenarios
  29. 29. Talent Management Application Standard 2.3.4 Conduct a talent review linked to organisational objectives: • Talent reviews are discussions amongst management teams about the stock of available talent in relation to current and future needs. • Talent reviews should be structured, and based on data about employees which is gathered in a comprehensive and objective manner and presented in a format which allows valid comparisons and scrutiny of emerging trends. • Line managers must be familiar with part of organisation under discussion and the people concerned. • Hold talent reviews on a departmental basis, and consolidate upwards. • A clear policy and procedure to be developed which states how and when talent reviews will be conducted.
  30. 30. Talent Management Application Standard 2.3.5 Create a talent management system focusing on current and future needs: • A talent management system will consist of job profiling, skills audit, development planning, succession planning, career pathing, talent pool review processes, retention strategies, communication strategy. • All HR processes and practices should be aligned with overall talent strategy. • The talent system should include expressions of desired outcomes of talent management strategy, expressed in measurements. • The system should include regular reviews of outcomes against expectations. • A budget for talent management interventions should be prepared.
  31. 31. Talent Management Application Standard 2.3.6 Decide on interventions to define and develop leadership and other competencies: • Adopt a leadership competency model compatible with culture and needs of organisation, and focus on future evolution of organisation. • Consult widely before selecting a leadership competency model. • Leadership competency models should be balanced between formal and informal learning, using a wide variety of different methodologies. • Introduce other competency frameworks based on job families that are critical to the organisation, consult widely. • Competency development interventions should be based on gaps identified through comparison of actual competency against requirements of competency model for current and desired/future positions. • Actual competency levels/assessment methods should be objective/fair.
  32. 32. Talent Management Application Standard 2.3.7 Decide on interventions to support effective talent management in the organisation: • Interventions should be planned around the life-cycle of employment (from sourcing to terminations). • Test interventions with pilot group before rolling out. • Encourage an approach where an individual is held responsible for own development and advancement. • IDPs with a multi-year horizon are central to talent engagement and development, and honest/constructive feedback and career conversations. • Open and transparent communication with employees. • An explicit and attractive employment value proposition must be elucidated and communicated. • A robust and diversified pipeline of external resources should be in place and developed. • Programmes – apprenticeships, learnerships, internships.
  33. 33. TALENT MANAGEMENT PROCESS LONG TERM TALENT PLANNING Talent needs analysis Labour market analysis Talent review Talent Management Interventions Leadership & key competencies development Talent Management System
  34. 34. HR Standards Roll-out Development Consultation Release (21 May) (June-July) (20-21 Aug 24 Oct) Standards-writing Standards inputs Standards finalisation (100 top HR professionals) (100 top HR specialists + 1000 professionals) (450 HR Directors sign-off) HR Standards conference
  35. 35. The need for consistency and quality
  36. 36. SABPP HRM SYSTEM STANDARDS MODEL BUSINESS STRATEGY – HR BUSINESS ALIGNMENT Prepare ❸ HR Risk Management ❷ Talent Management HR ARCHITECTURE Implement ❹ Workforce planning ❺ Learning ⓫ HR Service Delivery Review ❻ Performance ❼ Reward ❽ Wellness HR VALUE & DELIVERY PLATFORM ⓭ HR MEASUREMENT HR Audit: Standards & Metrics ❾ ERM ❿ OD ⓬ HR Technology (HRIS) HR COMPETENCIES ❶ Strategic HRM Improve
  37. 37. SABPP HR Standards Roadmap PHASE 4: PHASE 2: Integrated Reporting HR Standards PHASE 1: PHASE 6: Management System Standard HR integrated in King IV PHASE 5: PHASE 3: CPD & Support Tools HR Metrics 2012 2013 2017
  38. 38. National HR Governance Strategy Alignment HR Competencies • • • • • • HR Products/Services: CPD Mentoring Professional registration Research HR Academy – QCTO Curriculum standards ISO: HR HR Professional Standards: • HRMS (13) • HRMSAS (13) • HRPPS (30+) HR Metrics: • National HR Scorecard • HR Service Standards Integrated Reporting HR Auditing: • Internal Audit • External Audit King IV: HR Governance
  39. 39. Conclusion National HR competencies and standards are needed to improve the consistency and quality of HR management. Best wishes with your HR professional and graduate development work. Please keep on engaging with us as we take this exciting initiative forward. If you need a copy of the 1st HR Standards File, contact us on or join us on 24 October for the launch.
  40. 40. FOLLOW US ON : @sabpp1 @mariussabpp #hrstandards2013
  41. 41. We set HR standards! (Professional Registration) (Professional Services) (Stakeholder Relations) (Research) (Learning & Quality) (Strategy inputs) (Social media) Website: Blog: Office: 8 Sherborne Str, Parktown Tel: +27 11 482-8595 Fax: +27 482-4830 Cel: 082 859 3593 (Marius Meyer)