Slides by Marius Meyer, CEO of SABPP on #hrstandards at #SEIFSA today.

1. 24 October 2014
Marius Meyer
@SABPP1

2. Where can you get the slides?
OPTION 1: FAST WAY
•www.slideshare.net/SABPP
•Twitter: @SABPP1
•Blog: hrtoday.me
OPTION 2: SLOW WAY
•Via email on Monday

3. SABPP Professional Values
RESPONSIBILITY
I
RESPECT
INTEGRITY
COMPETENCE

4. Importance of ethics for HR

5. Maslow’s needs in 2014

6. 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

7. 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

8. 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).

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

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

11. HR COMPETENCY HOUSE

12. 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

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

14. The role of HR …

15. 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?

16. 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?

17. 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.

18. 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%.

19. 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.

20. Myths about standards
•Impose an onerous compliance regime
•Duplicate best practices
•Our company is so unique syndrome
•Standards stifle innovation
•Take flexibility away
•Ignore industry differences
•Too practical, not based on theory/research
•Standards are cast in stone

21. The reality is …

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

23. 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

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

25. 468 HR Leaders developing HR Standards for South Africa

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

27. BUSINESS STRATEGY –HR BUSINESS ALIGNMENT
❶Strategic
HRM
❷Talent
Management
❸HR Risk
Management
HR ARCHITECTURE
HR VALUE &
DELIVERY PLATFORM
❹ Work- force
planning
❺
Learning
❻
Perfor- mance
❼
Reward
❽
Well- ness
❾
ERM
❿
OD
⓫HR Service Delivery
⓬
HR Technology
(HRIS)
Prepare
Imple-
ment
Review
Improve
⓭HR MEASUREMENT
HR Audit: Standards & Metrics
H R C O M P E T E N C I E S
© SABPP HRM SYSTEM STANDARDS MODEL

28. HR Standards Journey
Phase 1:
HR MANAGEMENT SYSTEM STANDARD
(21 May 2013)
Phase 2:
HR MANAGEMENT SYSTEM APPLICATION STANDARD
(20-21 Aug 2013)
Phase 3:
HR PROFESSIONAL
PRACTICE STANDARDS
(14 May 2014)
“WHAT” STANDARD
What are the elements of the HR system?
13 elements:
Definition
Objectives
Implementation
(High level)
“HOW TO” STANDARD
How can we apply the HR System standard?
How to apply the 13 standard elements
“WHAT” AND “HOW” OF SPECIFIC PROFESSIONAL PRACTICE STANDARDS
•Succession Planning
•Employment Equity
•Career Development
•Engagement
•Learning culture
•Change management

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

30. HR Standards Supporters

31. HR Standards Presentations

32. Business chamber support

33. HR Standards Case Studies

34. Professional forum support

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

36. Support from consulting firms

37. 20+ Universities

38. International interest

39. BUSINESS STRATEGY –HR BUSINESS ALIGNMENT
❶Strategic
HRM
❷Talent
Management
❸HR Risk
Management
HR ARCHITECTURE
HR VALUE &
DELIVERY PLATFORM
❹ Work- force
planning
❺
Learning
❻
Perfor- mance
❼
Reward
❽
Well- ness
❾
ERM
❿
OD
⓫HR Service Delivery
⓬
HR Technology
(HRIS)
Prepare
Imple-
ment
Review
Improve
⓭HR MEASUREMENT
HR Audit: Standards & Metrics
H R C O M P E T E N C I E S
SABPP HRM SYSTEM STANDARDS MODEL

40. STANDARD ELEMENT #1
STRATEGIC HR MANAGEMENT
❶

41. 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)

42. STRATEGIC HR MANAGEMENT STANDARD
OBJECTIVES
1.2.1 To ensure the HR strategy is derived from and aligned to the organisation’s objectives in consultation with key organisational stakeholders.
1.2.2 To analyse the internal and external socio-economic, political and technological environment and provide proactive people-related business solutions.
1.2.3 To provide strategic direction and measurements for strategic innovation and sustainable people practices.
1.2.4 To provide a foundation for the employment value proposition of the organisation.
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.
1.2.6 To determine an appropriate HR structure, allocate tasks and monitor the development of HR competence to deliver HR strategic objectives.
SABPP (2013)

43. 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

44. Strategic HR: It is all about alignment

45. STANDARD ELEMENT 2
TALENT MANAGEMENT
❷

46. 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)

47. TALENT MANAGEMENT
OBJECTIVES
2.2.1 To build a talent culture which defines the organisation’s philosophy, principles and integrated 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 and growth 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 relevant stakeholders in the development and management of talent.
2.2.5 To monitor and report on talent management key results areas and indicators.
SABPP (2013)

48. Talent management

50. STANDARD ELEMENT 3
HR RISK MANAGEMENT
❸

51. 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.

52. HR Risk?

53. HR Risk Management
OBJECTIVES
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 and interventions.
3.2.5 To contribute in creating and sustaining a risk culture in an organisation which also encourages innovation and creativity.
SABPP (2013)

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

55. 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

56. STANDARD ELEMENT 4
WORKFORCE PLANNING
❹

57. 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.

58. WORKFORCE PLANNING
OBJECTIVES
•To design a workforce plan which meets the needs of the organisation in consultation with line management, and adjust strategy accordingly, taking into account workforce and labour market trends in relation to the relevant industry sector, within the spirit of the employment equity legislation
•To align the workforce planning cycle with the strategic planning and budgeting cycle of the organisation, as well as talent management where relevant
•To ensure appropriate budgeting and cost modelling to prepare the budget for the workforce plan
•To ensure an adequate supply and pipeline of appropriately qualified staff through sourcing staff and building the future supply of the right skills to meet the needs of the organisation
SABPP (2013)

59. 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

60. STANDARD ELEMENT 5
LEARNING AND DEVELOPMENT
❺

61. 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)

62. LEARNING & DEVELOPMENT
OBJECTIVES
•To create an occupationally competent and engaged workforce which builds organisational capability, providing employees with opportunities to develop new knowledge and skills
•To focus learning and development plans on improving people’s ability to perform to achieve organisational objectives and provide the means for measuring the impact of learning and development interventions.
•To support and accelerate skills development and achievement of employment equity and organisational transformation and limit the impact of skills shortages.
•To create a learning culture and environment that enables optimal individual, team and organisation learning and growth in both competencies and behaviour.
•To capture and replicate and enhance critical knowledge within the organisation.
•To ensure learning and development is a catalyst for continuous improvement, change and innovation.
SABPP (2013)

63. 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

64. L&D is key

65. STANDARD ELEMENT 6
PERFORMANCE MANAGEMENT
❻

66. 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)

67. PERFORMANCE MANAGEMENT
OBJECTIVES
6.2.1 To translate and cascade broad organisational performance drivers into team and individual performance targets.
6.2.2 To establish an appropriate performance management system, process, methodology relevant to the needs, size, scope and complexity of the organisation which will support the development of a performance culture.
6.2.3 To link performance management to other HR processes to align appropriate performance consequences (reward, recognition and development opportunities) that attract, retain and motivate employees and to address poor performance.
6.2.4 To ensure fair, ethical and organisation cultural practices focusing on the achievement of performance targets (that is, a high performance culture) in a sustainable way.
6.2.5 To measure progress against agreed individual and team objectives that enable attainment of organisational objectives.
SABPP (2013)

68. Managing staff performance

69. 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

70. STANDARD ELEMENT 7
REWARD AND RECOGNITION
❼

71. 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)

72. REWARD & RECOGNITION
OBJECTIVES
7.2.1 To design and implement an appropriate reward strategy aligned with organisation culture, objectives and employment value proposition, and achieving a fair balance between the needs of the employer and employee.
7.2.2 To deliver a fair and equitable reward system and process that is ethical, cost effective and sustainable.
7.2.3 To ensure your reward strategy is in line with current national and international industry and sector norms.
7.2.4 To ensure compliance with organisational governance principles and practices aligned to national and relevant international governance codes of practice and relevant legislation.
7.2.5 To design and implement an appropriate recognition strategy which meets employees’ need for recognition of particular efforts or achievements which are valuable to the organisation and are not catered for in the reward strategy.
SABPP (2013)

73. Employee perspective on reward

74. 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

75. STANDARD ELEMENT 8
EMPLOYEE WELLNESS
❽

76. 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)

77. EMPLOYEE WELLNESS
OBJECTIVES
8.2.1 To promote opportunities and guidance that enable employees to engage in effective management of their own physical, mental, spiritual, financial and social well-being.
8.2.2 To enable the employer to manage all aspects of employee wellness that can have a negative impact on employees’ ability to deliver on organisational objectives and to demonstrate the impact of wellness activities on the achievement of organisational objectives.
8.2.3 To promote a safe and healthy working environment in pursuit of optimum productivity and preservation of human life and health.
8.2.4 To reduce employee risk emanating from health and wellness issues.
8.2.5 To contain health and wellness costs.
8.2.6 To enhance the employment value proposition by means of promoting a culture of individual health and overall organisational wellness.
SABPP (2013)

78. Importance of employee wellness

79. 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

80. STANDARD ELEMENT 9
EMPLOYMENT RELATIONS MANAGEMENT
❾

81. 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)

82. EMPLOYMENT RELATIONS MANAGEMENT
OBJECTIVES
9.2.1 To create a climate of trust, cooperation and stability within an organisation.
9.2.2 To achieve a harmonious and productive working environment which enables the organisation to compete effectively in its market place.
9.2.3 To provide a framework for conflict resolution.
9.2.4 To provide a framework for collective bargaining where relevant.
9.2.5 To ensure capacity building and compliance to relevant labour legislation, codes of good practice (ILO and Department of Labour) and international standards.
SABPP (2013)

83. Employment relations

84. 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

85. STANDARD ELEMENT 10
ORGANISATION DEVELOPMENT
❿

86. 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)

87. ORGANISATION DEVELOPMENT
OBJECTIVES
10.2.1 To establish links with organisational purpose across all levels and functions of an organisation.
10.2.2 To ensure organisation design facilitates the purpose of the organisation.
10.2.3 To improve the ability of individuals, teams, departments and functions to work co-operatively to meet organisation objectives and optimise engagement at work.
10.2.4 To facilitate stakeholder engagement in all OD processes to ensure optimum buy-in.
10.2.5 To build the relevant OD capability to meet organisational needs.
10.2.6 To ensure compliance with relevant continuous improvement principles and practices.
SABPP (2013)

88. 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

89. STANDARD ELEMENT 11
HR SERVICE DELIVERY
⓫

90. 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)

91. HR SERVICE DELIVERY
OBJECTIVES
11.2.1 To ensure timeousness, consistency, credibility and quality in the delivery of HR services, using resources productively and measuring and improving on delivery.
11.2.2 To ensure sustainability of HR practices within the organisation.
11.2.3 To support the effective management of the human element in an organisation by means of an effective HR service delivery model and system.
11.2.4 To provide effective professional advice and guidance to managers and employees regarding the correct implementation of labour laws and other legislative requirements, HR policies, practices and procedures.
11.2.5 To establish functional standards for accurate HR record-keeping and administration, developing and implementing an end-user friendly administrative process and system enabling proper data management.
11.2.6. To measure employee engagement on the one hand, and satisfaction with the delivery of HR services on the other hand.
SABPP (2013)

92. HR/Line relationship?

93. 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

94. STANDARD ELEMENT 12
HR TECHNOLOGY
⓬

95. 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)

96. HR TECHNOLOGY
OBJECTIVES
1.To leverage modern technology to allow easy access to relevant data (real-time, self- service) in compliance with relevant data security and other information technology compliance requirements, laws, codes and standards (privacy); and to support efficiency and effectiveness in HR functions, for example Learning and Development (for example, e-learning); and to create more capacity within existing HR structures to deliver value- adding activities.
2.To consolidate and rapidly extract HR information in real time to deliver effective presentation of HR information to the board or governing body, line management and executive committee meetings to support planning, decision-making and management of the workforce with full knowledge of potential people risks.
3.To streamline the HR Management System and its associated processes for effective and efficient use.
4.To ensure that appropriate information security principles, policies and practices are developed and implemented.
5.To enable the effective implementation of change and improvements to the technology solutions to ensure they remain continually aligned with the organisation’s objectives.
SABPP (2013)

97. HR facing technology?

98. 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

99. STANDARD ELEMENT 13
HR MEASUREMENT
⓭

100. 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)

101. HR MEASUREMENT
OBJECTIVES
13.2.1 Determine measurement approaches, methodologies and metrics to assess the effectiveness and efficiency of HR practices.
13.2.2 Identify relevant measurement areas for the purpose of integrated reporting.
13.2.3 Implement appropriate tools and methods to measure timely the efficiency, effectiveness and consistency of HR practices across the organisation.
13.2.4 Provide a clear framework for measuring HR impact on the bottom-line of the organisation.
13.2.5 Develop performance indicators for HR service delivery and business impact and present to the organisation in an appropriate HR Scorecard.
SABPP (2013)

102. HR manager’s response to metrics?

103. 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

104. Marius Meyer
@SABPP1

105. Certification

106. 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

107. The need for consistency and quality

108. 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 SeifsaCompanies.

109. 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)
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)