SABPP HR Standards Cape Town 19 November 2014
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The document discusses the development of national HR standards in South Africa. It summarizes that over the last year, 468 HR leaders developed 19 HR standards to improve HR practices. The standards cover areas like strategic HRM, talent management, learning and development, and performance management. The creation of standards was supported by various organizations and received international interest. The standards aim to institutionalize best practices in people management and raise the professionalism of the HR field.
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SABPP HR Standards Cape Town 19 November 2014
- 1. Marius Meyer, CEO: SABPP 19 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 @siphiwemoyo Chairman @mariussabpp CEO @xolani_mawande COO @jacoduplessisza Social #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 Open for alliances InnovaLon CPD Excel-‐ lence Quality assurance Learning growth & develop-‐ ment Knowledge Self-‐governance Ethics Duty to society
- 11. Professional registration levels • M/D degree + 6 years top level experience • LoW = execuLve level MHRP (Master) CHRP (Chartered) HRP (Professional) • Degree/ND + 3 years experience • LoW = middle management HRA (Associate) • CerLficate + 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 cerBficate of professional body recogniBon from the Minister of Higher EducaBon 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 …
- 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 COMPETENCIES CORE HR & BUSINESS KNOWLEDGE DUTY TO SOCIETY ETHICS PROFESSIONALISM 4 PILLARS
- 18. Operational Management 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. © SABPP HR MANAGEMENT SYSTEM STANDARD MODEL 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-‐ Bon Em-‐ ployee wellness Employ-‐ ment Rela-‐ Bons Organi-‐ saBon Deve-‐ lopment HR Service Delivery HR Technology (HRIS) Prepare Imple-‐ ment Review HR MEASUREMENT Improve HR Audit: Standards & Metrics H R C O M P E T E N C I E S
- 31. HR Standards Files 13 standards (2013) 19 standards (2014)
- 33. Market comments “This is the best human resource project undertaken so far. It will set the national labour standards for companies.” Thomas Ncongwane of Msukaligwa Municipality, 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 & RecogniLon 8. Employee Wellness 9. Employment RelaLons Management 10. OrganisaLon 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 • RemuneraLon & Reward • HR Assurance & Wellness • Employee RelaLons Management • OrganisaLon Culture Development • HR AdministraLon, ReporLng • HRIMS • People Management Benchmarking
- 38. HR Standards Case Studies
- 40. International HR bodies Tim Ekandjo, President: IPM Namibia & Marius Meyer, CEO: SABPP in Windhoek
- 41. Support from consulting firms
- 42. 20+ Universities
- 44. HR Standards PublicaLons 5 textbooks, 37 magazine arLcles, 8 newspaper arLcles
- 46. 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
- 47. STRATEGIC HRM PROCESS Environmental scan (PESTL) Framework of HR policies & programmes HR structure, service model and capability development People strategy HR strategic agenda OrganisaBon’s strategic intent HR strategic agenda HR business plan People strategy Allocate roles & responsibiliBes (line/HR/support funcBons) 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. ❺ SABPP (2013)
- 50. LEARNING AND DEVELOPMENT PROCESS Integrated L&D approach & programmes Structure & capability of L&D resources MONITOR & EVALUATE Business strategy & plans External trends Knowledge Skills management develop-‐ ment legislaBon Current compet-‐ encies
- 51. L&D is key
- 52. National HR Governance Strategy Alignment HR Products/Services: • CPD • Mentoring • Professional HR Professional Standards: • HRMS (13) • HRMSAS (13) • HRPPS (30+) registraLon • Research • HR Academy – QCTO • Curriculum standards HR Metrics: • NaLonal HR Scorecard • HR Service Standards HR AudiLng: • Internal Audit • External Audit ISO: HR Integrated ReporLng King IV: HR Governance 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 institutionalising people 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.za Blog: hrtoday.me Office: 8 Sherborne Str, Parktown Tel: 011 045-5400 Fax: 011 482-4830 Cel: 082 859 3593 (Marius Meyer)