Marius Meyer, #SABPP CEO launches #hrstandards2014 in Durban.

1. Marius Meyer, CEO: SABPP
27 November 2014
@SABPP1

2. Great to be with you!

3. Where can you get the slides?
OPTION 1: FAST WAY
•www.slideshare.net/SABPP
•Twitter: @SABPP1
•Blog: hrtoday.me
OPTION 2: SLOW WAY
•Via email tomorrow

4. FOLLOW US ON :
@sabpp1 SABPP
@siphiwemoyoChairman
@mariussabppCEO
@xolani_mawandeCOO
@SiphiweMashoeneEvents
#hrstandards
#sabpp

5. Maslow’s needs in 2014

6. Thank you for your support
I want to thank the 3000+ HR professionals for engaging with us on this exciting project over the last year.
Thank you to the hundreds of HR professionals who joined our HR professional community in accordance with the NQF Act, Act nr 67 of 2008. Those who still need to join, please do so by sending an email to professional@sabpp.co.za

7. Today I am sure of only 4 things:
1.Change
2.Parliament is not boring anymore
3.We will sit in the traffic if we leave too late today
4.We manage HR poorly

8. SABPP Professional Values
RESPONSIBILITY
I
RESPECT
INTEGRITY
COMPETENCE

9. Importance of ethics for HR

10. 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

11. 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

12. 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).

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

14. SABPP BLOG
For regular updates join our special
HR Standards Blog:
www.hrtoday.me

15. The role of HR …

16. HR COMPETENCY HOUSE

17. 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

18. OperationalManagement Consistency in the Management of People
One of the toughest things to be is consistent

19. 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?

20. 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?

21. 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.

22. 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%.

23. 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.

24. Types of standards
•Unit standards / Curriculum standards
•Service delivery standards
•Competence standards
•Metrics/benchmarking standards
•Professional practice standards
•Business/industry/process/system standards -ISO

25. Global approaches to standards
•Production and safety lead –ISO standards
•Professional standards –accounting
•Top global companies –their own standards
•Canada –HR Standards & Metrics
•USA -SHRM
•UK –Human Capital Standard (BSI/CIPD)
•ISO HR project started
•South African National HR Standards
•HR Standards in Namibia, Zambia etc.

26. The reality is …

27. It all started on 21 May 2013 with 13 Standard facilitators

28. 468 HR Leaders developing HR Standards for South Africa

29. HR Standards Facilitators
Kate Dikgale-Freeman Michael Robbins Linda Chipunza

30. 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- ployeewellness
Employ- mentRela- tions
Organi- sation
Deve- lopment
HR Service Delivery
HR Technology
(HRIS)
Prepare
Imple-
ment
Review
Improve
HR MEASUREMENT
HR Audit: Standards & Metrics
H R C O M P E T E N C I E S
© SABPP HR MANAGEMENT SYSTEM STANDARD MODEL

31. HR Standards Files
13 standards (2013)
19 standards (2014)

32. HR Standards Supporters

33. Market comments
“This is the best human resource project undertaken so far. It will set the national labour standards for companies.”
Thomas Ncongwaneof MsukaligwaMunicipality, Mpumalanga
“This is the biggest HR milestone in my 33 years of experience in HR.”
Bruno Bruniquel, HR Consultant

34. Market comment
“The new HR Standards marks a step in the right direction for the HR industry and will go a long way in putting HR on the strategic map and ensuring consistency and quality control.”
Natalie Hardie, HR Advisor: Anglo American

35. 1.Strategic HRM
2.Talent Management
3.HR Risk Management
4.Workforce Planning
5.Learning & Development
6.Performance Management
7.Reward & Recognition
8.Employee Wellness
9.Employment Relations Management
10.Organisation Development
11.HR Service Delivery
12.HR Technology
13.HR Measurement
•Strategy & Strategic HR Planning
•Talent Management
•HR Assurance
•Sourcing and placing
•Capacity Building
•Performance Management
•Remuneration & Reward
•HR Assurance & Wellness
•Employee Relations Management
•Organisation Culture Development
•HR Administration, Reporting
•HRIMS
•People Management Benchmarking

36. HR Standards Presentations

37. Business chamber support

38. HR Standards Case Studies

39. Professional forum support

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

41. Support from consulting firms

42. 20+ Universities

43. International universities

44. HR Standards Publications
5 textbooks, 37 magazine articles, 8 newspaper articles

45. International interest

46. 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)
❶

47. 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

48. Strategic HR: It is all about alignment

49. 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)
❺

50. 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

51. L&D is key

52. National HR Governance Strategy 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

53. HR Audit -Certification

54. The need for consistency and quality

55. Conclusion
The new National HR Standards have changed the face of people management in South Africa. The HR Standards usher in a new period of institutionalisingpeople management as a best practice for sound HR management in organisations. As HR/HRD practitioners you are the specialists who can make this change successful.
marius@sabpp.co.za
@SABPP1 or @MariusSABPP

56. We set HR standards!
professional@sabpp.co.za(Professional Registration)
executiveoffice@sabpp.co.za(CEO office)
xolani@sabpp.co.za(Operations)
hraudit@sabpp.co.za(HR Audits)
penny@sabpp.co.za(Research)
naren@sabpp.co.za(Learning & Quality)
marius@sabpp.co.za(Strategy inputs)
voice@sabpp.co.za(Social media)
events@sabpp.co.za(Events & HR Standards files)
Website: www.sabpp.co.zaBlog: hrtoday.me
Office: 8 SherborneStr, Parktown
Tel: 011 045-5400 Fax: 011 482-4830
Cel: 082 859 3593 (Marius Meyer)