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The South African Learning & Development
Standards:
A Guideline for Best Practice
Marius Meyer
30 May 2018
@mariusSABPP
@SABPP1 @sabpp_1
Agenda
• L&D Standards & Audit Update
• Professional Practice Standards (Phase 2)
• Role of L& D in business success
• Conclusion
Learning for socio-economic
transformation
Industries
Organisation
Teams
Individual
Relevance of learning models
Does the traditional learning process model
work in the dynamic work environment
requiring continuous change, flexibility and
realignment?
Needs
analysis
Design Facilitation Evaluation
Skills
Transfer
Skills Development is not a quick fix!
How effective is your L&D function to
drive business performance?
Very effective - Excellent
Effective - Good
Average
Below average
Poor
The bad news about training
Only 8-15% of training is transferred to the
workplace.
TraPlane landing in Hudson River
2009
about competence
Reporter: How did you do it?
“I think it was my training.”
Capt Chesley Sullenberger
HR Standards Files
13 standards (2013) 25 standards (2014)
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
BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
Strategic
HRM
49
Talent
Management
37
HR Risk
Management
54
FUNCTIONAL & CROSS FUNCTIONAL HR VALUE CHAIN
HR VALUE &
DELIVERY PLATFORM
Work-
force
Planning
48
Learning
53
Perfor-
mance
52
Reward
56
Well-
ness
59
ERM
61
OD
45
HR Service
Delivery
49
HR Technology
(HRIS) 49
Prepare
Imple-
ment
Review ImproveMEASURING HR SUCCESS 41
HR Audit: Standards & Metrics
HRCOMPETENCIES
AUDITED RATINGS – OVERALL AVERAGE
(39 companies audited)
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
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)
LEARNING AND DEVELOPMENT
PROCESS
Integrated L&D
approach &
programmes
Structure &
capability of L&D
resources
MONITOR &
EVALUATE
Business
strategy &
plans
External
trends
Knowledge
managementSkills
develop-
ment
legislation
Current
compet-
encies
L&D Audit Evidence
L&D Requirements Type of Evidence Sources of Evidence
Competent workforce
which builds organisational
capability – develop new
knowledge and skills
Documents – skills needs
Documents – competencies
Employee engagement
surveys
Interviews – mgt/staff
HR/HRD professionals
Line managers
Employees
Focus L&D plans on ability
to perform to achieve org
objectives - measure
Documents – L&D
performance management
WSP and ATR
Measuring L&D impact
Interviews with line mgt
HR/HRD professionals
Line managers
Support skills development
and EE and limit skills
shortages
WSP and ATR
EE Plan and Report
Analysis of skills gaps/plans
HR/HRD professionals
Line managers
Employees
Create learning culture –
competencies/behaviour
Evidence of processes to
capture critical knowledge
HR/HRD professionals
Line managers
Capture and enhance
knowledge
Continuous improvement HR/HRD professionals
Line managers
What the Auditors are looking for?
Positive trend in
results?
Sustainable?
Targets met?
External benchmarks?
Approach vs results?
Quality of
results
Across whole
organisation?
Up and down the
organisation?
Extent of
application
Sound?
Systematic?
Integrated?
Reviewed & updated?
Quality
approach
HR Professional Practice Standards
• Absenteeism management
• Career management
• Coaching & mentoring
• Collective bargaining
• Disciplinary procedure
• Dispute resolution
• Diversity management
• Grievance procedure
• Leadership development
• Learning design
• Learning evaluation
• Learning needs analysis
• On-boarding
• Organisation design
• Performance appraisals
• Recruitment
• Remuneration benchmarking
• Selection
• Succession planning
L&D
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
Let us use learning as a catalyst
for change
Conclusion
The L&D Standards focus on professionalising L&D
in South Africa. The L&D Standards usher in a new
period of institutionalising L&D as a best practice for
sound HR professionalism in organisations.
As L&D practitioners you are the specialists who can
make this change successful.
Let us build a great L&D function aligned to
business strategy and National L&D Standards at
your organisation.
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)
naren@sabpp.co.za (Learning & Quality)
events@sabpp.co.za (Events & HR Standards files)
Website: www.sabpp.co.za Blog: hrtoday.me
Tel: 011 045-5400 or (010) 007 5906

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Learning and Development standards 30 may 2018

  • 1. The South African Learning & Development Standards: A Guideline for Best Practice Marius Meyer 30 May 2018 @mariusSABPP @SABPP1 @sabpp_1
  • 2. Agenda • L&D Standards & Audit Update • Professional Practice Standards (Phase 2) • Role of L& D in business success • Conclusion
  • 4. Relevance of learning models Does the traditional learning process model work in the dynamic work environment requiring continuous change, flexibility and realignment? Needs analysis Design Facilitation Evaluation Skills Transfer
  • 5. Skills Development is not a quick fix!
  • 6. How effective is your L&D function to drive business performance? Very effective - Excellent Effective - Good Average Below average Poor
  • 7. The bad news about training Only 8-15% of training is transferred to the workplace.
  • 8. TraPlane landing in Hudson River 2009 about competence Reporter: How did you do it? “I think it was my training.” Capt Chesley Sullenberger
  • 9. HR Standards Files 13 standards (2013) 25 standards (2014)
  • 10. 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
  • 11. BUSINESS STRATEGY – HR BUSINESS ALIGNMENT Strategic HRM 49 Talent Management 37 HR Risk Management 54 FUNCTIONAL & CROSS FUNCTIONAL HR VALUE CHAIN HR VALUE & DELIVERY PLATFORM Work- force Planning 48 Learning 53 Perfor- mance 52 Reward 56 Well- ness 59 ERM 61 OD 45 HR Service Delivery 49 HR Technology (HRIS) 49 Prepare Imple- ment Review ImproveMEASURING HR SUCCESS 41 HR Audit: Standards & Metrics HRCOMPETENCIES AUDITED RATINGS – OVERALL AVERAGE (39 companies audited)
  • 12. 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
  • 13. 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)
  • 14. LEARNING AND DEVELOPMENT PROCESS Integrated L&D approach & programmes Structure & capability of L&D resources MONITOR & EVALUATE Business strategy & plans External trends Knowledge managementSkills develop- ment legislation Current compet- encies
  • 15. L&D Audit Evidence L&D Requirements Type of Evidence Sources of Evidence Competent workforce which builds organisational capability – develop new knowledge and skills Documents – skills needs Documents – competencies Employee engagement surveys Interviews – mgt/staff HR/HRD professionals Line managers Employees Focus L&D plans on ability to perform to achieve org objectives - measure Documents – L&D performance management WSP and ATR Measuring L&D impact Interviews with line mgt HR/HRD professionals Line managers Support skills development and EE and limit skills shortages WSP and ATR EE Plan and Report Analysis of skills gaps/plans HR/HRD professionals Line managers Employees Create learning culture – competencies/behaviour Evidence of processes to capture critical knowledge HR/HRD professionals Line managers Capture and enhance knowledge Continuous improvement HR/HRD professionals Line managers
  • 16. What the Auditors are looking for? Positive trend in results? Sustainable? Targets met? External benchmarks? Approach vs results? Quality of results Across whole organisation? Up and down the organisation? Extent of application Sound? Systematic? Integrated? Reviewed & updated? Quality approach
  • 17. HR Professional Practice Standards • Absenteeism management • Career management • Coaching & mentoring • Collective bargaining • Disciplinary procedure • Dispute resolution • Diversity management • Grievance procedure • Leadership development • Learning design • Learning evaluation • Learning needs analysis • On-boarding • Organisation design • Performance appraisals • Recruitment • Remuneration benchmarking • Selection • Succession planning L&D
  • 18. 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
  • 19. Let us use learning as a catalyst for change
  • 20. Conclusion The L&D Standards focus on professionalising L&D in South Africa. The L&D Standards usher in a new period of institutionalising L&D as a best practice for sound HR professionalism in organisations. As L&D practitioners you are the specialists who can make this change successful. Let us build a great L&D function aligned to business strategy and National L&D Standards at your organisation.
  • 21. 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) naren@sabpp.co.za (Learning & Quality) events@sabpp.co.za (Events & HR Standards files) Website: www.sabpp.co.za Blog: hrtoday.me Tel: 011 045-5400 or (010) 007 5906