The presentation discusses the national HR standards as a quality framework for high impact people management in business. It provides an overview of the HR standards journey in South Africa, including examples of specific HR standards and the development of HR professional practice standards. The presentation also covers topics like HR auditing, the importance of ethics for HR professionals, and how the standards can support consistency and quality in HR practices.

1. THE NATIONAL HR STANDARDS AS A QUALITY
FRAMEWORK FOR HIGH IMPACT PEOPLE
MANAGEMENT IN BUSINESS
Marius Meyer, Chief Executive Officer: SABPP
11 June 2015
@mariusSABPP
@SABPP1

2. A G E N D A
• Introduction - context
• Overview of HR Standards Journey
• Examples of HR Standards
• HR Professional Practice Standards
(Phase 3)
• HR Auditing
• Conclusion

3. Business chamber support

4. Maslow’s needs in 2015

5. FOLLOW US ON :
@sabpp1 SABPP
@siphiwemoyo Chairman
@mariussabpp CEO
@xolani_mawande COO
@SiphiweMashoene Events
#hrstandards
#sabpp

6. Breaking News:
SABPP HR Professionals are now
Commissioners of Oaths!

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

8. The role of HR …

9. SABPP Professional Values
RESPONSIBILITY
I
RESPECT
INTEGRITY
COMPETENCE

10. New SABPP HR Ethics Book

11. Launch of HR Ethics Book
“Congratulations to SABPP
with the launch of the HR
Ethics book, and for the
good work you are doing
to promote ethics and the
HR profession.”
Advocate Thuli Madonsela

12. 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

13. Importance of ethics for HR

14. New SABPP Model: HR Voice for
Professionals
Human resource
development
Research - info
Value &
visibility
Open for
alliances
Innovation
CPD
Excel-
lence
Quality
assurance
Learning
growth &
develop-
ment
Knowledge
Self-governance Duty to society
Ethics

15. SABPP VALUE PROPOSITION:
Products/Services to advance HR profession
RECOGNITION =
PROFESSIONAL STATUS
RESOURCES =
PRODUCTS/SERVICES
RESEARCH =
INFORMATION
• Professional registration
• NLRD Upload (SAQA)
• Commissioners of Oaths
• Awards
• Advocacy
• HR Assessors/Moderators
registration
• Accreditation of providers
• University accreditation
• HR Competency Model
• HR Standards
• Social media discussions
• Knowledge Centre
• Booklets/DVDs
• Guides/toolkits
• Charts/posters
• Fact sheets
• One-stop info
• Updates (laws, trends)
• Ethics help-line
• Newsletters
• Website
• HR Internships/jobs
• HR policies
• Mentoring
• Workshops/seminars
• Access to alliances
• Event/product discounts
• CPD
• Students
• Research papers
• Position papers
• Books
• Articles
• Cases
• Benchmarking
• Magazines
• Labour market
information

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

17. 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

18. Big 5 Standards Milestones
1. National HR Competency Model (2012)
2. National HR Standards (2013)
3. HR Audit Framework (2014)
4. HR Ethics Book (2015)
5. HR as Commissioners of Oaths (2015)

19. HR Professionalism Priorities

20. Operational Management Consistency in the
Management of People
One of the toughest things to be is consistent

21. 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.

22. What are standards really?
• A level of acceptable quality
• Good enough in terms of professionalism
• What is good or normal or usual
• A guideline for practice
• A foundation for reasonable expectations
and sound judgement
• A basis for measurement (M&E)

23. The reality is …

24. 468 HR Leaders developing
HR Standards for South Africa

25. 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 STANDARD MODEL

26. BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
Strategic
HRM
4.5
Talent
Management
4.1
HR Risk
Management
4.1
FUNCTIONAL & CROSS FUNCTIONAL HR VALUE CHAIN
HR VALUE &
DELIVERY PLATFORM
Work-
force
Planning
4.4
Learning
5.8
Perfor-
mance
5.0
Reward
4.3
Well-
ness 5.2
ERM
5.7
OD
4.7
HR Service
Delivery
5.9
HR Technology
(HRIS) 5.1
Prepare
Imple-
ment
Review ImproveMEASURING HR SUCCESS 4.2
HR Audit: Standards & Metrics
HRCOMPETENCIES
SELF RATINGS – OVERALL AVERAGE

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

28. 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

29. 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

30. HR Standards Supporters

31. In-house Presentations

32. 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

33. Professional forum support

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

35. International interest

36. 20+ Universities

37. Support from consulting firms

38. 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

39. STRATEGIC HR
MANAGEMENT STANDARD
DEFINITION
Strategic HR Management is a systematic
approach to developing and implementing
long-term HRM strategies, policies and plans
that enable the organisation to achieve its
objectives.
SABPP (2013)
❶

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

41. Strategic HR: It is all about alignment

42. HR RISK MANAGEMENT PROCESS
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
structures and
processes
HR Risk
Register
HR Risk
Management
Plan
HR Risk Map
MONITOR &
EVALUATE

43. H R R I S K S – 8 African countries
• Safety - accidents
• Skills shortages/gaps
• Incompetence
• Employee disengagement
• Strikes & poor
employment relationships
• Fraud/corruption
• Stress
• HIV/AIDS/TB/Malaria
• Staff turnover
• Low staff satisfaction –
impact on customer
satisfaction
• Cyber security
• Conflict/disputes
• Diversity problems
• Sexual harassment
• Expatriate issues
• Non-compliance

44. HR Risk?

45. 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

46. Achieving Certification is a
Milestone on a Journey
Improvement Plans
CPD
Case studies
Post Audit
Assign audit team
Conduct audit
Close out meeting
Audit report and
findings
Certification (or not)
Audit
Prepare HR Team
Brief Line
Management
Self-Assessment Tool
Address gaps
Build competencies
Pre-audit

47. 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

48. HR Audit - Certification

49. 1st Company Audited
“The audit process was very insightful and enlightening. It
reminded us that we need to make sure that we track every
process we execute from end to end. This allows us to be
able to constantly check and ensure that our processes stay
relevant to the business and people practice standards.”
Kholeka Ngubeni-Henderson, HR Executive

50. Steps
1. Orientate your HR team and management
2. Train HR team on HR standards
3. Compare current practice vs standards
4. Identify alignment and gaps
5. Fill gaps
6. Arrange for an HR audit
7. Continuous improvement

51. The need for consistency and quality

52. Conclusion
The National HR Standards have changed the
face of people management in South Africa.
The HR Standards usher in a new period of
institutionalising people management as a
best practice for sound HR professionalism
and business impact in organisations. Thank
you DCCI for the invitation to your HR Forum.

53. 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)
hraudit@sabpp.co.za (HR Audits)
penny@sabpp.co.za (Research)
naren@sabpp.co.za (Learning & Quality)
events@sabpp.co.za (Events & HR Standards files)
Website: www.sabpp.co.za Blog: hrtoday.me
Office: 8 Sherborne Str, Parktown, South Africa
Tel: +27 11 045-5400 Fax: 011 482-4830