This document discusses the development of HR standards in South Africa by the South African Board for People Practices (SABPP). It provides an overview of 13 HR management standards covering areas such as strategic HR, talent management, risk management, and HR service delivery. The standards were developed through consultation with over 400 HR leaders. The document outlines the process undertaken and support received from various organizations. It emphasizes the need for HR standards to improve consistency, quality and professionalism in HR practices.
A Case Study on the Application of the National HR Standards at a Rural Munic...SABPP
A Case Study on the Application of the National HR Standards at a Rural Municipality: Using Mentoring to Accelerate Effective Implementation
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AFRICA HR SUMMIT 2018 : THE HR STANDARDS CONTRIBUTION TO ORGANISATIONS by Mar...SABPP
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A Case Study on the Application of the National HR Standards at a Rural Munic...SABPP
A Case Study on the Application of the National HR Standards at a Rural Municipality: Using Mentoring to Accelerate Effective Implementation
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Theo Veldsman, Professor in HR Management: University of Johannesburg leading a session the action plan for implementing and signing the #LeadershipStandard Pledge at the 5th Annual #HRStandards Conference 2017
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4. 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
5. 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
6. 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).
7. Marius Meyer, SABPP CEO receiving the SAQA certificate of professional body recognition from the Minister of Higher Education and Training, Dr Blade Nzimande.
8. SABPP BLOG
For regular updates join our special
HR Standards Blog:
www.hrtoday.me
14. 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?
15. 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?
16. 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.
17. 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%.
18. 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.
21. 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
22. It all started on 21 May 2013 with 13 Standard facilitators
39. 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)
40. 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
43. 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. 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. 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.
53. 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
55. 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)
56. 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
59. 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)
63. 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)
65. 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
67. 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)
71. 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)
75. 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)
76. 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
78. 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)
80. 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
82. 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)
84. 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
86. 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)
88. 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
92. 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 your municipality.
93. SABPP Exhibition -IMPSA
Meet SABPP Head of Stakeholder Relations,
Kenneth Nxumalo at the exhibition