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Sabpp durban chamber 2015
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.
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Sabpp durban chamber 2015
- 1. THE NATIONAL HRSTANDARDS 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 EN D A • Introduction - context • Overview of HR Standards Journey • Examples of HR Standards • HR Professional Practice Standards (Phase 3) • HR Auditing • Conclusion
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- 5. FOLLOW US ON: @sabpp1 SABPP @siphiwemoyo Chairman @mariussabpp CEO @xolani_mawande COO @SiphiweMashoene Events #hrstandards #sabpp
- 6. Breaking News: SABPP HRProfessionals are now Commissioners of Oaths!
- 7. Thank you! Advocate MichaelMasutha, Minister of Justice & Correctional Services
- 8. The role ofHR …
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- 10. New SABPP HREthics Book
- 11. Launch of HREthics 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 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
- 13. Importance of ethicsfor 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/Servicesto 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, SABPPCEO 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 StandardsMilestones 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)
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- 20. Operational Management Consistencyin the Management of People One of the toughest things to be is consistent
- 21. 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.
- 22. What are standardsreally? • 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)
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- 24. 468 HR Leadersdeveloping 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 13standards (2013) 19 standards (2014)
- 28. HR Professional PracticeStandards • 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 FEEDBACKAND 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
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- 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
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- 34. International HR bodies TimEkandjo, President: IPM Namibia & Marius Meyer, CEO: SABPP in Windhoek
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- 38. 3 Components ofa 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 StrategicHR 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 Frameworkof 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: Itis all about alignment
- 42. 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 structures and processes HR Risk Register HR Risk Management Plan HR Risk Map MONITOR & EVALUATE
- 43. H R RI 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
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- 45. 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
- 46. Achieving Certification isa 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 Auditorsare 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 “Theaudit 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 yourHR 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 forconsistency and quality
- 52. Conclusion The National HRStandards 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 HRstandards! 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