6. Most important organisational
capabilities over the next five years
Leadership
37%
Execution speed
34%
Client connectivity
33%
Innovation
31%
28%
IBM: Working beyond Borders
30%
32%
34%
36%
38%
7. 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
8. SOUTH AFRICAN HR COMPETENCY MODEL
STRATEGY
5 HR
CAPABILITIES
TALENT
MANAGEMENT
HR GOVERNANCE, RISK,
COMPLIANCE
ANALYTICS & MEASUREMENT
HR SERVICE DELIVERY
HR & BUSINESS KNOWLEDGE
SOLUTION CREATION & IMPLEMENTATION
INTERPERSONAL & COMMUNICATION
CITIZENSHIP FOR FUTURE: INNOVATION, TECHNOLOGY, SUSTAINABILITY
4
PILLARS
DUTY TO SOCIETY
CORE
COMPETENCIES
ETHICS
ORGANISATIONAL CAPABILITY
PROFESSIONALISM
LEADERSHIP & PERSONAL CREDIBILITY
10. Use of workforce
analytics remains limited
Measuring collaboration and knowledge sharing across
the organisation
14% 5%
Enhancing workforce productivity
39%
Evaluating workforce performance
40%
15%
38%
19%
Retaining valued talent within the organisation
Sourcing, recruiting and onboarding individuals from
outside the organisation
Developing workforce skills and capabilities
Allocating the workforce across the organisation
14%
40%
30%
35%
Developing strategy linked to business strategy
28%
Developing future leaders
29%
20%
22%
23%
25%
26%
0% 10% 20% 30% 40% 50% 60%
IBM: Working beyond Borders
Can identify
historical
trends and
patterns
Can develop
scenarios and
predict future
outcomes
25. Towards National HR Metrics
•
•
•
•
•
•
•
•
•
•
•
•
% of people meeting performance contracts
% of outstanding performers
Average time to resolve people issues
% of payroll spent on training
Training spent per employee (costs/FTE)
Total amount spent on employees
Number of training hours per employee (year)
% of key positions with successors
Vacancy rate (vacancies/headcount)
Absenteeism rate (sick days/FTE)
Labour turnover (people left/headcount)
Diversity/employment equity profile (race, gender, disability)
26. Key Human Capital Metrics
•
•
•
•
•
•
•
•
•
•
Revenue per employee (Revenue/FTE)
Profit per FTE (Revenue-Operating cost/FTE)
Human Capital ROI (benefits-costs/costs)
Leadership quality index
Employee engagement score
Employee satisfaction score
Organisation climate score
Employer of choice index
Human capital risk index (less than 10% risk)
HR customer satisfaction score
28. The basic metrics they propose as
essential for investors to know are:
1. Spending on human capital
a. Total amount spent on employees (salaries, benefits, taxes)
b. Total amount spent in support of employees
c. Total amount spent in lieu of employees (contractors, etcetera)
d. Total amount invested in training and development
e. Total headcount and total FTE (full-time equivalents) at the end of the
period
2. Ability to retain talent
a. Voluntary and total turnover
b. Broken down by subset of EEO-1 job types
c. Industry standard formula of (# of terminations during the period) / (average
active headcount during the period)
3. Leadership depth
a. Percentage of defined positions that have an identified successor
b. Percentage of open defined positions filled internally during the period
SHRM (April 2012)
29. The basic metrics they propose as
essential for investors to know are:
4. Leadership quality
a. Index of relevant questions from employee survey
b. Information on the response rate and methodology/tool
5. Employee engagement
a. Index of relevant questions from employee survey 287
b. Information on the response rate and methodology/tool
6. Human capital discussion & analysis (HD&A)
a. Narrative to provide context and discussion of the reported metrics
b. Disclosure of any material risks or any other material information related to
human capital
Note: Organisations may wish to include breakdowns of these metrics by unit
or region; it simply depends on what makes sense to the organisation and its
investors.
SHRM (April 2012)
30. L&D Benchmarks
(ASTD/SABPP)
BENCHMARK
USA
RSA
CHANGE
Average % payroll
2,24%
3,94%
+ 0,83
Hours /employee
36
40
- 12
Spend/employee
$1068
R 6898
+R 1700
Employees/trainer
253
157
+19
% companies elearning
31%
43%
+ 10%
% outsourced
22%
62%
+10%
To order the full report contact hrri@sabpp.co.za
34. SABPP HR Standards & Metrics
Roadmap
PHASE 2:
PHASE 4:
HR
Functional
standards
Integrated
Reporting
PHASE 1:
PHASE 6:
Management
System
Standard
HR
integrated in
King IV
PHASE 5:
PHASE 3:
CPD &
Support Tools
HR Metrics
2012
2013
2017
35. HR TECHNOLOGY
DEFINITION
HR Technology is the effective utilisation of the
relevant technological applications and platforms
that makes 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)
36. HR TECHNOLOGY
OBJECTIVES
12.2.1 To consolidate and rapidly extract relevant data in real time to empower HR for more
effective decision making.
12.2.2 To deliver effective presentation of HR data and info to board or governing body, line
management and executive committee meetings to provide them with intelligent data to
guide their planning, decision-making and management of the workforce with full knowledge
of potential people risks.
12.2.3 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).
12.2.4 To create more capacity within existing HR structures to deliver value-adding
activities.
12.2.5 To streamline the HR Management System and its associated processes for effective
and efficient use.
12.2.6 To ensure that appropriate information security principles, policies and practices are
developed and implemented.
12.2.7 To enable the effective implementation of change and improvements to the HR
Management System to ensure it remains continually aligned with the organisation’s
objectives.
38. HR TECHNOLOGY
IMPLEMENTATION
12.3.1 Formulate an HR Technology policy and strategy.
12.3.2 Analyse and prioritise all the relevant HR categories of data and information.
12.3.3 Forecast future system load/spare capacity.
12.3.4 Design the specification to encompass all the relevant functionality required in the
HR Information System (HRIS).
12.3.5 Define the desired business model – acquire the system as an in-house solution or
utilise an outsource or hosted model.
12.3.6 Upload current and historical data to the system and configure the system to
conform to current business and legislative requirements.
12.3.7 Test the effectiveness of the system on a pilot group of employees prior to rolling out
the full implementation.
12.3.8 Build capacity of relevant staff members to access and use the system.
12.3.9 Ensure continuous process improvements.
12.3.10 Ensure HR-IT policies, practices and procedures are aligned with organisational IT
governance.
12.3.11 Continually monitor and evaluate the effectiveness of the HRIS against changing
business requirements and HR trends in the industry.
39. HR MEASUREMENT
DEFINITION
HR measurement is a continuous process of
gathering, analysing, interpreting and
presenting quantitative and qualitative data to
measure and align the impact of HR practices
on organisational objectives, including
facilitating internal and external auditing of HR
policies, processes, practices and outcomes.
SABPP (2013)
40. 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)
41. IMPLEMENTATION
13.3.1 Develop an integrated HR measurement and reporting
framework.
13.3.2 Set up management systems and resource the HR function to
collect and report on agreed people management metrics.
13.3.3 Develop and implement an HR scorecard.
SABPP (2013)
42. 13.3.1 Develop an integrated HR
measurement & reporting framework
• Determine key people-related metrics which will assist in
determining progress towards achievement of strategic
objectives.
• Determine additional people related data or info that may
be required to hold line accountable for performance of
teams and determine how reports will be tabled for
management control.
• Ensure that reporting on metrics include normal
organisational management reporting at all levels.
• Demonstrate financial and other forms of impact – enable
forecasting, scenario building, predictions.
• Data collected should enable ROI or Return on
Expectation ratios to evaluate programmes.
43. 13.3.2 Set up management systems and
resource HR function to collect and report on
agreed people management metrics
• Scale and depth of HR measurement and reporting will be constrained
by the resources available.
• Credibility and utility of HR reporting depends on accurate and
complete data capture.
• Control systems including internal and external audits should be in
place to ensure data integrity.
• Careful definition of each metric is important.
• A detailed flow chart should be drawn up to describe data collection,
storage and reporting for each metric.
• One integrated HR data system is recommended.
• Reporting formats should follow the design of other management
reports – clear, simple, visible dashboards.
• Meaningful interpretation of reports requires good knowledge of
organisation and HR practices.
44. 13.3.3 Develop and implement an
HR scorecard
• An HR scorecard selecting key indicators of HR Service
Delivery should be agreed between HR Head and top
management,
• Regular assessment of performance against the
scorecard, in accordance with the normal performance
management process of the organisation, should lead to
identification of areas for improvement and remedial
action.
• Conduct an internal and external audit of the HR function
and people practices of the organisation against the
documented service level agreement, documented HR
practices and HR scorecard.
45. HR Standards Roll-out
Development
(21 May)
Consultation
(June-July)
Release
(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
47. 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
48. STANDARDS
COMPANY
AND
EMPLOYEE
DATA
INFORMATION
WHAT do we have?
WHY do
we have
it? WHAT
else is
needed?
WHAT can
we do
with it?
HOW, WHO,
WHEN,
WHERE?
BENCHMARK
ING
KNOWLEDGE
TECHNOLOGY
SYSTEMS
INTELLIGENCE
Business; Market; HR;
Industry; Country;
Region; World
ANALTYICS AND METRICS
DECISION-MAKING
• Strategy
• Interventions
I MPLEMENTATION
EVALUATION
49.
50. Conclusion
HR standards are needed to improve the
consistency and quality of human capital
management. We need to leverage
technology and measurement for improved
HR practice and business decision-making.
