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AGM HR Standards 2014 report by Marius Meyer
The document outlines the South African National HR Standards project which developed standards for HR management systems, processes, and professional practices. It provides an overview of the project which engaged 468 HR leaders over multiple phases to establish standards in areas such as HR risk management, measurement, and architecture. The project aims to improve consistency and quality of HR practices in South Africa and has received interest from various countries.
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AGM HR Standards 2014 report by Marius Meyer
- 1. 1ST ANNUAL NATIONALHR STANDARDS REPORT 2013-2014 SABPP AGM Marius Meyer 24 July 2014 @SABPP1
- 2. FOLLOW US ON: @sabpp1 @mariussabpp @siphiwemoyo #hrstandards
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- 4. SOUTH AFRICAN HRCOMPETENCY 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
- 5. Critical questions 1. Howmany 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 use an airline without standards?
- 6. Then when itcomes to HR … Why do we continue to manage people and govern the most precious part of our organisations (i.e. people) without standards?
- 7. Top facts aboutHR • 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 R197 million per day.
- 8. More facts aboutHR • SA losing R12 billion a year due to absenteeism. • Only 5% of employees understand business strategy. • World-wide only 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%.
- 9. Globally standards area framework for consistency & continuous improvement and managing risk through controls “Consistency is far better than rare moments of greatness “ Strengthening the human factor in management systems
- 10. Global approaches tostandards • Production and safety lead – ISO standards • Professional standards – accounting • Top global companies – their own standards • Canada – HR Standards & Metrics • USA – HR Metrics (SHRM) • ISO HR project started • South African National HR Standards
- 11. Why a nationalHR 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.
- 12. 468 HR Leadersdeveloping HR Standards for South Africa
- 13. HR Standards Facilitators KateDikgale-Freeman Michael Robbins Linda Chipunza
- 14. BUSINESS STRATEGY –HR BUSINESS ALIGNMENT ❶ Strategic HRM ❷ Talent Management ❸ HR 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 ⓫ HR Service Delivery ⓬ HR Technology (HRIS) Prepare Imple- ment Review Improve⓭ HR MEASUREMENT HR Audit: Standards & Metrics HRCOMPETENCIES SABPP HRM SYSTEM STANDARD MODEL
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- 16. Market reaction toproject COUNTRY INTEREST • All over SA (all 9 provinces) • USA (SHRM and ISO) • UK (CIPD) • Australia • Netherlands • Zimbabwe • Zambia • Botswana • Namibia • Lesotho • Swaziland • Kenya • Ghana • Malaysia IMPACT • 468 HR Managers at launch • More than 1300 people at awareness sessions • 145 CEOs from 12 African countries • Published in 5 local textbooks • Published in 1 global textbook • 33 articles • 6 newspaper articles • National television • 4 radio stations • 21 universities on board • 19 professional bodies/associations
- 17. HR Standards Journey Phase1: 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 • Organisation design
- 18. HR RISK MANAGEMENT DEFINITION HRRisk Management is a systematic approach of identifying and addressing people factors (uncertainties and opportunities) that can either have a positive or negative effect on the realisation of the objectives of an organisation. SABPP (2013) ❸
- 19. HR RISK MANAGEMENT OBJECTIVES 3.2.1To 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)
- 20. HR RISK MANAGEMENTPROCESS 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 structuresand processes HR Risk Register HR Risk Management Plan HR Risk Map MONITOR & EVALUATE
- 21. HR MEASUREMENT SYSTEM MONITOR & EVALUATE Whatare 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
- 22. National HR GovernanceStrategy 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
- 23. HR External AuditingProcess 1. Request for Audit 2. Receive Assessment Tool 3. Agree on date(s) for audit 4. Site visit (1 Lead Auditor + 3 Auditors) – scoring instrument & consensus meeting 5. Audit Report and presentation 6. Certification
- 24. ROLE OF HRLEADERS – PRACTICAL GUIDELINES • Create awareness among HR team members • Ensure that the HR Standards and Competency Model are applied at your organisation • Do an internal self-assessment on the HR Standards • Fill any gaps where necessary • Invite internal audit to audit you against the standard • Arrange an external audit by SABPP (certification) • Implement continuous improvement interventions to build a robust HR Management system against the National HR Standard • Participate at launch of Professional Practice Standards at 2nd Annual Standards Conference (28 August)
- 25. 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) SABPP PROFESSIONAL PRACTICE STANDARDS Recruitment Selection Onboarding Employment equity Succession planning Career management Workplace learning Training needs analysis Learning design Facilitation Evaluation Learning culture Knowledge management Graduate development Performance appraisals Remuneration Wellness programmes Grievance procedures Disciplinary procedures Collective bargaining Dispute resolution Diversity management Absenteeism management Leadership development Organisation culture Change management Mentoring & Coaching Organisation design Employee engagement HRIS
- 26. Conclusion HR standards areneeded to improve the consistency and quality of HR management. The project has been a success and continues to attract attention. Thank you for your support. See you on 28 August at HR Standards Phase 3 launch. For more information, contact us on executiveoffice@sabpp.co.za
- 27. SABPP BLOG For regularupdates join our special HR Standards Blog: www.hrtoday.me
- 28. Let us meetor exceed the national HR Standards professional@sabpp.co.za (Professional Registration) 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.za Blog: hrtoday.me New office: 8 Sherborne Str, Parktown, South Africa Tel: +27 11 482-8595 Fax: +27 11 482-4830 Cel: 082 859 3593 (Marius Meyer)