SABPP Universities Update: New Strategy & Recent Developments by Marius Meyer, CEO SABPP.

1. SABPP UNIVERSITIES UPDATE:
New Strategy & Recent Developments
Marius Meyer
13 October 2016
@mariusSABPP
@SABPP1 @sabpp_ 1

2. Agenda
• Update on new SABPP HR Voice II Strategy
• HR Standards & Audit Update
• Professional Practice Standards (Phase 2)
• Student Chapters
• Conclusion

3. SECTION A
HR Profession Update

4. Big News:
SABPP HR Professionals are now
Commissioners of Oaths!

5. Thank you!
Advocate Michael Masutha, Minister of Justice & Correctional
Services

6. Are you up to date?

7. HR Challenges
• Skills and talent gaps in organisations
• Inconsistency in practice
• A lack of commitment to sound HR and
people management
• Poor people management skills
• Poor HR management skills - culture
• Speed & complexity of change
• Risk & compliance environment
• A lack of measurement

8. Two radical changes in HR
“There are two radical changes in the HR
space that are coming from entirely different
directions but are destined to collide: HR
Standards and Big Data. They are radical
because they will fundamentally change the
performance evaluation of HR, the teaching of
the profession, and the standing and
credibility of practitioners.”
Neil McCormick & Chris Andrews
HR Advisory Bond University

9. HR Trends
• HR as Strategic Partner and Talent Management
• HR Governance & King IV – combined assurance
• HR Risk Management
• New role to impact ethics in organisations
• HR contribution to CSR and socio-economic
situation – sustainability
• Building high performance cultures
• HR Technology and Social Media
• HR standards and metrics – integrated reporting
• HR Competency models – professionalism

10. Labour Market Scenarios 2030

11. 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

12. 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

13. 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).

14. Professionalisation of HR
HR team of Ingquza Hill registered as HR Professionals with
SABPP in accordance with NQF Act – professionalism in
action

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

16. HR Voice II: 2016-2018
Setting HR Standards – SABPP: the Voice of the HR Profession
Human Resource
Governance
Research
Value &
visibility
Optimising
alliances
Innovation/
Technology
CPD
Excel-
lence
HR
Academy
Quality
Assurance
Knowledge
Governance Duty to society
Ethics
Res-
ponsi-
bility
Res-
pect
Inte-
grity
Com-
peten-
ce
HR Professionalism: 4 pillars, 4 principles, 4 top products, 7 priorities
Active Citizenship: Stakeholder engagement & impact

17. SECTION B
HR Standards & Audits Update

18. HR Professionalism Priorities

19. National Human Capital
Confidence Index
Human Capital Availability
• What is the match of supply and demand of economically
active people (skilled and unskilled) in the country?
• Where are specific under supply and over supply situations?
Human Capital Contribution
• How productive is the employed population?
• What is the level of innovation in the country?
Human Capital Wellbeing
• What health and wellbeing issues impact on the general
productivity potential of the economically active population?
Human Capital Wealth Creation
• How do different sectors of the employed population share in
the wealth created in the country?
• How attractive is the country to international talent?
Human Capital Cost, Investment and Growth
• What are we doing in terms of learning and development in
the school and post-school education system?
• How much are we spending on whom for what in the post-
school education system?
• What are we doing and how much are we spending on job
creation efforts?
• What health and wellbeing interventions are having positive
impacts on productivity?

20. HR Standards Files
13 standards (2013) 23 standards (2014)

21. 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-
ployee
wellness
Employ-
ment
Rela-
tions
Organi-
sation
Deve-
lopment
HR Service
Delivery
HR Technology
(HRIS)
Prepare
Imple-
ment
Review ImproveHR MEASUREMENT
HR Audit: Standards & Metrics
HRCOMPETENCIES
© SABPP HR MANAGEMENT SYSTEM STANDARDS

22. BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
Strategic
HRM
5.0
Talent
Management
4.3
HR Risk
Management
4.1
FUNCTIONAL & CROSS FUNCTIONAL HR VALUE CHAIN
HR VALUE &
DELIVERY PLATFORM
Work-
force
Planning
4.4
Learning
5.7
Perfor-
mance
5.3
Reward
4.7
Well-
ness 5.5
ERM
5.8
OD
4.7
HR Service
Delivery
5.6
HR Technology
(HRIS) 4.6
Prepare
Imple-
ment
Review ImproveMEASURING HR SUCCESS 3.8
HR Audit: Standards & Metrics
HRCOMPETENCIES
SELF RATINGS – OVERALL AVERAGE MAY 2016
400
responses

23. So what now?

24. BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
Strategic
HRM
6.0
Talent
Management
4.8
HR Risk
Management
6.5
FUNCTIONAL & CROSS FUNCTIONAL HR VALUE CHAIN
HR VALUE &
DELIVERY PLATFORM
Work-
force
Planning
5.8
Learning
6.5
Perfor-
mance
6.3
Reward
6.3
Well-
ness
6.6
ERM
6.6
OD
5.7
HR Service
Delivery
5.6
HR Technology
(HRIS) 5.6
Prepare
Imple-
ment
Review ImproveMEASURING HR SUCCESS 4.9
HR Audit: Standards & Metrics
HRCOMPETENCIES
AUDIT SCORES – OVERALL AVERAGE MAY 2016
18 audits

25. National Winner – HR Audits

26. Best University in HR Standards
Alignment
Vaal University of Technology

27. Best Academic in HR Standards
Alignment
Sakkie van Greunen, UP

28. International interest

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

30. 20+ Universities

31. 3 Components of a Standard Element
How can we make it
work in practice?
Application
What do we want to
achieve?
Objectives
What is it?
Definition

32. HR Standards Files
13 standards (2013) 23 standards (2014)

33. 2015 was our first year of HR
Audits

34. HR Standards & Audits:
HR Standards HR Audits
Dr Shamila Singh Annetjie Moore
Email: hrstandards@sabpp.co.za hraudit@sabpp.co.za
Tel: (011) 045 5400

35. Value of HR Audits
“An HR Management performance audit is future orientated
and can identify areas for organisational improvement. HR
Auditing crosses the boundaries between HR management
and auditing … it can be a suitable method for evaluating the
contribution of HR activities to organisational objectives
assessed on the basis of value for money.”
Dr Chris Andrews, HR Director: Bond University

36. HR Audit - Certification

37. Co-determination model

38. Celebrating HR Audits: The pioneers

39. HR Professional Practice Standards
• Absenteeism management
• Career management
• Coaching & mentoring
• Collective bargaining
• Disciplinary procedure
• Dispute resolution
• Employment Equity & Diversity (Inclusion)
• Grievance procedure
• Leadership development
• Learning design
• Learning evaluation
• Learning needs analysis
• On-boarding
• Organisation design
• Performance appraisals
• Recruitment
• Remuneration benchmarking
• Selection
• Succession planning
• Change management
• Employer Branding
• Workplace learning culture

40. Employer Branding
The practice of creating the idea or image of
the organisation that employees (present &
potential future) connect with, and marketing
that image both internally and externally,
building recognition and reputation as an
employer of choice in order to attract, engage
and retain employees who best fit the
organisation’s values and enable the
organisation to achieve its objectives. The
brand is rooted in the identification of the EVP.
SABPP (2015)

41. Employer Branding Process
INPUTS PROCESS OUTPUTS
TALENT
STRATEGY
INCLUDING EVP
PRODUCT/SER-
VICE BRANDING
STRATEGY &
PLANS
MULTI-
FUNCTIONAL
PROJECT TEAM
EMPLOYER
BRAND BUDGET
Define Employer Brand Proposal
Test proposal for internal &
external market research
Finalise brand, define
implementation plan & budget
Implement plan
Market research
Review and improve
Brand with full
branding
manual
Integration of
brand with all
HR practices

42. Change Management Process
INPUTS PROCESS OUTPUTS
ORGANISATION
STRATEGY
CLEAR DEFINITION
OF BUSINESS
PROCESSES &
PROCEDURES
GOOD LEADER-
SHIP SKILLS AT
ALL LEVELS
CHOICE OF
CHANGE MODEL
Define Organisation Strategic
Intent
Consult and communicate
Project plan
Implement
Evaluate progress, adapt and
trouble shoot
Measure impact
Desired end
state
Lessons learned

43. Succession Planning Process
INPUTS PROCESS OUTPUTS
ORGANISATION
STRATEGY &
BUSINESS PLAN
IDENTIFICATION
OF KEY ROLES
COMPETENCY
MODELS & JOB
PROFILES
WORKFORCE
PLAN
Determine if position would be
filled/restructured/eliminated
Identify emergency plans
Identify potential successors
Consolidate and analyse
MONITOR + EVALUATE + COMMUNICATE
Individual
Development
Plans
Departmental &
consolidated
succession plans
TALENT/POTEN-
TIAL REVIEWS Retention plans
Organisation
design plans

44. Career Management Process
INPUTS PROCESS OUTPUTS
WORKFORCE
PLAN
JOB PROFILES
COMPETENCY
MODELS
PROMOTION
POLICY
Career information constantly
communicated
Career discussion
Career counselling advice and
resources
MONITOR + EVALUATE + COMMUNICATE
Individual
Development
Plans
L&D POLICY
Reports:
Development
plan progress
Promotions
Career
paths/maps
PHILOSOPHY

45. Absenteeism Management Process
INPUTS PROCESS OUTPUTS
TIME &
ATTENDANCE
POLICIES/RULES
TIME &
ATTENDANCE
RECORDING
SYSTEMS
Reason accepted
as valid &
leave/time records
adjusted
Employee absent without notice,
noted in time & attendance
system
Employee
notifies
employer
Employee return to work &
investigation to establish facts
MONITOR + EVALUATE
Updates time/
attendance &
leave records
LINE MANAGERS
TRAINED/
ACCOUNTABLE
Absenteeism
tracking & trend
analysis
Disciplinary
process if
appropriate
WELLNESS
POLICY/
SERVICES
EMPLOYEE
COMMUNICA-
TION/ON-
BOARDING
Employee does
not notify
employer
Reason not
accepted as valid,
progressive disci-
pline implemented

46. Performance Appraisal Process
INPUTS PROCESS OUTPUTS
SABPP (2015)
PERFORMANCE
EXPECTATIONS
(CASCADED
GOALS &
BEHAVIOURS)
PERFORMANCE
CONTRACTING
&
MEASUREMENT
SYSTEM
TRAINED
MANAGERS &
EMPLOYEES
PERFORMANCE
CONTRACT
AGREEMENT ON
RATINGS &
IMPROVEMENT PLANS
PERFORMANCE
MEASUREMENT
DISCUSSION ON
ACHIEVEMENT
PERFORMANCE
RATINGS FEED INTO
OTHER PROCESSES
(TALENT, REWARD)
PIPs AND IDPs

47. Disciplinary Process
INPUTS PROCESS OUTPUTS
SABPP (2015)
LEGISLATION
AND CASE LAW
DISCIPLINARY
POLICY,
PROCEDURE
AND RULES
TRAINED
MANAGERS &
EMPLOYEE
REPRESENTA-
TIVES
Breach of rules
identified
Management decision
Investigation to establish
facts
Hearing
All parties feel
outcome is fair
Implementation of
decision and
monitoring
Employee escalates if
unhappy with decision
MONITOR + EVALUATE
Disciplinary tracking
and trend analysis

48. Grievance Process
INPUTS PROCESS OUTPUTS
SABPP (2015)
GRIEVANCE
POLICY &
PROCEDURE
TRAINED
MANAGERS &
EMPLOYEE
REPS
CLEAR
EMPLOYEE
RIGHTS AND
PRIVILEGES
Employee raises
grievance and states
desired outcome
Management decision
Investigation to establish
facts
Hearing
All parties feel
outcome is fair
Implementation of
decision and
monitoring
Employee escalates if
unhappy with decision
MONITOR + EVALUATE
Grievance tracking
and trend analysis

49. Recruitment Process
INPUTS PROCESS OUTPUTS
WORKFORCE
PLAN –
APPROVED
VACANCY
EVP
JOB PROFILES
EMPLOYMENT
APPLICATION
FORMS
Decide on advertising
channel/sourcing method
Design & place
advertisement/source candidates
Receive, acknowledge and record
applications
Screen candidates
Pool of candi-
dates meeting
minimum
requirements
Recruitment
reports &
analyses
EE POLICY
RECRUITMENT
POLICY
COMPETENCY
MODELS
MONITOR AND EVALUATE
Validly rejected
candidates who
feel fairly
treated

50. Selection Process
INPUTS PROCESS OUTPUTS
POOL OF
SCREENED
CANDIDATES
JOB PROFILES
TRAINED
INTERVIEWERS
Select testing/screening methods
Decide on interview process
Set up & conduct interviews
Make final decision
New employee
Selection
reports &
analyses
EE POLICY
TESTING &
SCREENING
METHODS
COMPETENCY
MODELS
MONITOR AND EVALUATE
Validly rejected
candidates who
feel fairly
treated
REMUNERATION
POLICY &
STRUCTURE
Formulate & present offer
Draw up contract
Reference check/screen final
candidate(s)
Shortlist final candidate(s)

51. Workplace Learning System
EMERGENT ECOSYSTEM TRANSCENDENT
Structured
onboarding
Structured work
experience
Performance
help
Targeted
learning
Improvement
Support learning
of others
Share how
updated
Learning
networks
Clear development pathway
Participate in organisational
processes
Integrate learning with business
processes and events
Participate in learning circles
Participate in team-based work
Develop team members
Support the development of
learning networks
Participate in external
bodies/associations
Refine organisational practices
Talent feeder
systems
Improvement
projects
Gap between
practitioners
and experts
small
Learning
processes in
personal &
business
learning
Influence
profession
Keep up to date

52. On-boarding process
Preliminary
arrangements/plan
Initial contact with
employee –
email/phone;
Offer/letter
Welcome by senior
member of company
General induction
HR induction
Departmental
induction
Evaluation and
feedback
Employee arrival –
give induction pack
& welcome (disc/file)

53. Collective bargaining process
Yes – Communicate No – Dispute Resolution
OBTAIN MANDATES
PREPARE
PROPOSE/DEMAND
Opening statements
Motivating proposals
Exchange views
Evaluate and share
NEGOTIATE/
BARGAIN
SETTLEMENT
Communication
DISCUSS
Ground Rules
Guiding Principles

54. 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
effectiveness
development
Coaching/mentoring
internal & external
Speakers
COMMUNICATE
WITHIN
ORGANISATION &
TO INDIVIDUALS
ABOUT WHAT IS
PLANNED
IMPLEMENT
INTER-
VENTIONS
IDENTIFICATION
Who are current &
potential leaders
Assessment and gap
analysis according to
competency
framework
Career path, career &
succession planning
Assessment/profiling
including
team/individual/divisi
on effectiveness

55. SECTION C
Student Chapter Update

56. Student Chapter Report

57. Universities Launched
2016
• CTI Education Group
• Walter Sisulu University:Mthatha Campus
• University of Johannesburg: Soweto Campus
• Vaal University of Technology
• University of Free State: QwaQwa Campus
2015
• Tshwane University of Technology: Polokwane Campus
• Walter Sisulu University: Ibika Campus

58. Special Student Award
• Allan Roberts: CTI Education Group
• Francisco Da Silva: University of Pretoria
• Lana Basson: Southern Business School
• Natasha Krumbock: University of Cape Town
• Margaret Young: University of Cape Town
• Rushka Stemmet: Stellenbosch University
• Mienkie Du Plessis: Stellenbosch University
• To be done
• UNISA-11 November 2016
• UJ Kingsway Campus-28 October 2016

60. Students Statistics
• Total No.of Registered Students :1333
• Total No. of Students Registered in 2015:523
• Total Students Registered in 2016:709
TOP 10 Universities
TUT Polokwane Campus 150
Vaal University of Technology 130
Walter Sisulu: Mthata Campus 79
University of Johannesburg :Soweto
Campus 73
Walter Sisulu : Ibika Campus 68
CTI Education Group 65
University of the Free State:Qwaqwa 52
North West University Potchefstroom 47
CPUT 41
University of Fort Hare 40

61. Student Chapter
Presentation
 CTI Education Group- 06 May 2016
 Tshwane University of Technology: eMalahleni Campus-
04 May 2016
 Nelson Mandela Metropolitan University: North & South
Campus - 23 May 2016
 North West University: Mafikeng Campus – 11 August 2016

62. University Numbers
University Total No. of Students
NWU Potchefstrom 47
NWU Vaal Triangle 30
NWU Mafikeng 3
WSU:Ibika Campus 68
WSU:Mthatha Campus 79
TUT Polokwane Campus 150
TUT:eMalahleni Campus 1
TUT:Pretoria Campus 5
UJ:Soweto Campus 73
UJ:Kingsway Campus 15
VUT 130
UJ :Bunting Road 6
University of Pretoria 11
Stellenbosch 21
UFS:Bloemfontein Campus 17
UFS :Qwaqwa Campus 52
University of Limpopo 20
University of Venda 17
CPUT 41

63. University Numbers
CUT:Welkom Campus 17
CUT:Bloemfontein Campus 15
Unisa 55
Ekurhuleni West College 1
SA Business Institution 1
BMT SA 5
University of Fort hare 40
University of the Western Cape 15
Rose Bank college 1
Wits 3
Mangosuthu University of Technology 20
University of KwaZulu-Natal 3
UCT 3
Southern Business School 1
Icollege:Mafikeng Campus 1
CTI Education Group 65
NNMU:South Campus 4

64. University Numbers
NMMU:North Campus 2
Varsity College 1
University of Zululand 4
Rhodes 1
DUT 2
Boston 263
Boland College 1
Coolege SA 1
DC Dynamic College 1
Damelin 3
Mancosa 1
Milpark Education 3

65. Key questions
• Have you aligned your curriculum with the
National HR Standards and Competencies?
• Do you or your students want to do research
on the HR Standards/Audits/Metrics?
• Are you involved in the SABPP Research
Department? (hrri@sabpp.co.za)
• Have your university been accredited?
• Do you have an active student chapter?

66. Student Chapters:
3 success factors
1. Academic leadership – an enthusiastic
academic driving the process;
2. Student leadership – a passionate student
leader driving it forward
3. Communication with SABPP Office
students@sabpp.co.za thembi@sabpp.co.za
xolani@sabpp.co.za

67. We set HR standards!
professional@sabpp.co.za or registrations@sabpp.co.za
(Professional Registration)
executiveoffice@sabpp.co.za (CEO office)
marius@sabpp.co.za (CEO & Strategy inputs)
xolani@sabpp.co.za (COO)
hrstandards@sabpp.co.za (HR Standards)
hraudit@sabpp.co.za (HR Audits)
lathasha@sabpp.co.za (Knowledge & Innovation)
naren@sabpp.co.za (Learning & Quality)
students@sabpp.co.za (Student Chapters)
events@sabpp.co.za (Events & HR Standards files)
Website: www.sabpp.co.za Blog: hrtoday.me
Office: 8 Sherborne Str, Parktown
Tel: 011 045-5400 Fax: 011 482-4830