The document outlines the development of human resource management standards in South Africa by the South African Board for People Practices (SABPP). It provides examples of draft standards for strategic HR management, talent management, HR risk management, and HR measurement. For each standard, it defines the topic, lists objectives, and provides implementation guidelines. The overall document discusses the importance of establishing national HR standards to improve HR practices and professionalize the field in South Africa. It notes the wide support received from across South Africa and other countries for the HR standards project.
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
By Shirley Gumenge & Marius Meyer
31st IMPSA Annual Conference
Talent Management is a set of integrated organizational HR processes & practices designed to attract, develop, motivate, and retain productive, engaged employees, in support of the Company becoming the “Provider of Choice” & the “Employer of Choice” in the markets we serve.
Companies with effective Talent Management Systems (TMS), the results speak for themselves:
- 66% had higher return on sales,
- 20% had a higher return on assets,
- 20% had a higher return on investment,
- 13% had a higher return on equity,
- Many reported improvement’s in key human capital metrics
- There was a correlated relationship between better talent & better business performance, talent was acknowledged as a rapidly increasing source of value creation
- Enhanced capacity in talent is necessary to support more complex & dynamic business requirements, Boards, customers, employees, and financial markets are expecting more.
Key Trends for 2020:
Trend 1: Organizational Design (e.g., “The Organization of the Future”) Will be Challenged Everywhere
Trend 2: Culture, Employee Engagement, and Employee Experience Remain Top Priorities
Trend 3: Real-Time Feedback and Analytics Will Explode in Maturity
Trend 4: A New Generation of Performance Management Tools Will Emerge, and a Focus on “Human Performance” and Wellbeing Will Become a Critical Part of HR, Talent, and Leadership Solutions
Trend 5: Talent Acquisition Will Focus on Culture Fit, Leadership Skills, Technical Skills Instead of Just “Credentials”
Trend 6: Digital HR and Learning Will Help Us to Reinvent L&D and HR Systems
Trend 7: The Leadership Market Will Start a Steady Process of Reinvention
Trend 8: Diversity, Inclusion, and Unconscious Bias Will Become a Top Priority
Trend 9: The L&D Function Will Continue to Struggle, But Careers & Learning Must Be Real Time, All the Time
Trend 10: The Future of Work is Here and HR Is in the Hot Seat
Execution Framework has six pillars:
(1) Plan,
(2) Attract,
(3) Develop,
(4) Perform,
(5) Retain, and
(6) Optimize.
Talent management and its impact on employee engagementShoaib Lalani
The purpose of this research is to find out how important is the relationship between the talent
management strategies and employee engagement. This paper is based on the academic literature
review of the popular research studies therefore it is a conceptual paper. The paper also includes
perception and opinion of Head of the Human Resource Department regarding the topic.
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
By Shirley Gumenge & Marius Meyer
31st IMPSA Annual Conference
Talent Management is a set of integrated organizational HR processes & practices designed to attract, develop, motivate, and retain productive, engaged employees, in support of the Company becoming the “Provider of Choice” & the “Employer of Choice” in the markets we serve.
Companies with effective Talent Management Systems (TMS), the results speak for themselves:
- 66% had higher return on sales,
- 20% had a higher return on assets,
- 20% had a higher return on investment,
- 13% had a higher return on equity,
- Many reported improvement’s in key human capital metrics
- There was a correlated relationship between better talent & better business performance, talent was acknowledged as a rapidly increasing source of value creation
- Enhanced capacity in talent is necessary to support more complex & dynamic business requirements, Boards, customers, employees, and financial markets are expecting more.
Key Trends for 2020:
Trend 1: Organizational Design (e.g., “The Organization of the Future”) Will be Challenged Everywhere
Trend 2: Culture, Employee Engagement, and Employee Experience Remain Top Priorities
Trend 3: Real-Time Feedback and Analytics Will Explode in Maturity
Trend 4: A New Generation of Performance Management Tools Will Emerge, and a Focus on “Human Performance” and Wellbeing Will Become a Critical Part of HR, Talent, and Leadership Solutions
Trend 5: Talent Acquisition Will Focus on Culture Fit, Leadership Skills, Technical Skills Instead of Just “Credentials”
Trend 6: Digital HR and Learning Will Help Us to Reinvent L&D and HR Systems
Trend 7: The Leadership Market Will Start a Steady Process of Reinvention
Trend 8: Diversity, Inclusion, and Unconscious Bias Will Become a Top Priority
Trend 9: The L&D Function Will Continue to Struggle, But Careers & Learning Must Be Real Time, All the Time
Trend 10: The Future of Work is Here and HR Is in the Hot Seat
Execution Framework has six pillars:
(1) Plan,
(2) Attract,
(3) Develop,
(4) Perform,
(5) Retain, and
(6) Optimize.
Talent management and its impact on employee engagementShoaib Lalani
The purpose of this research is to find out how important is the relationship between the talent
management strategies and employee engagement. This paper is based on the academic literature
review of the popular research studies therefore it is a conceptual paper. The paper also includes
perception and opinion of Head of the Human Resource Department regarding the topic.
AFRICA HR SUMMIT 2018 : THE HR STANDARDS CONTRIBUTION TO ORGANISATIONS by Mar...SABPP
AN OPPORTUNITY FOR AFRICA, says Marius Meyer, CEO of SABPP at the Mercer Africa HR Summit 2018
His focus includes:
Evolution of the HR Profession
• HR Standards & Audit Update
• Professional Practice Standards
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
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
4. New SABPP Model: HR Voice for
Professionals
Knowledge
Human resource
development
Ethics
Research - info
Quality
assurance
Value &
visibility
Open for
alliances
Learning
growth &
development
Innovation
CPD
Excellence
Self-governance
Duty to society
5. SABPP VALUE PROPOSITION:
Products/Services to advance HR profession
RECOGNITION =
PROFESSIONAL STATUS
•
•
•
•
•
•
•
•
Professional registration
NLRD Upload (SAQA)
RPL
Awards
Advocacy
HR Assessors/Moderators
registration
Accreditation of providers
University accreditation
RESOURCES =
PRODUCTS/SERVICES
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
HR Competency Model
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 =
INFORMATION
•
•
•
•
•
•
•
•
Research papers
Position papers
Books
Articles
Cases
Benchmarking
Magazines
Labour market
information
6. Professional registration levels
MHRP
(Master)
• M/D degree + 6 years top level experience
• LoW = executive level
CHRP
(Chartered)
HRP (Professional)
• Hons degree + 4 years sr experience
• LoW = senior management
• Degree/ND + 3 years experience
• LoW = middle management
HRA (Associate)
• 2 year dip + 2 years experience
• LoW = junior level
HRT (Technician)
• Certificate + 1 year
experience
• LoW = entry
7. 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)
8. Marius Meyer, SABPP CEO receiving the SAQA certificate of
professional body recognition from the Minister of Higher Education
and Training, Dr Blade Nzimande.
13. Why standards ?
Today standard users account
for 78% of the FTSE 100, 53% of
the Nikkei, and 44% of both the
Fortune 500 and Hang Seng
listed companies.
The chair that you're sitting on, or the desk your computer is
perched on, are held together by bolts and screws.
Humble bolts and screws also hold together our children's bicycles
- and also the aircraft we trust our lives to during business trips or
holiday travel.
The diversity of screw threads used to represent big problems for
industry, particularly in maintenance, as lost or damaged nuts and
bolts could not easily be replaced. A global solution is supplied in
the ISO standards for metric screw threads.
The credit card you may have used to buy your holiday can be
used worldwide because all its basic features are based on ISO
standards.
We are so familiar with many objects, like credit or telephone
cards, that we tend to assume they just "fell out of the sky". In fact,
the ease with which we can use them can be traced back to an ISO
standard.
15. Globally standards are a framework for consistency &
continuous improvement and managing risk through
controls
“Consistency is far better
than rare moments of
greatness “
Strengthening the
human factor in
management systems
16. Global approaches to standards
•
•
•
•
•
•
•
Production and safety lead – ISO standards
Professional standards – accounting
Top global companies – their own standards
Canada – HR Standards & Metrics
USA – HR Metrics (SHRM)
ISO HR project started
South African National HR Standards
17. 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, De Doorns, Medupi.
• Raising the bar for the HR profession and
business impact.
18. SABPP HRM SYSTEM STANDARDS MODEL
BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
Prepare
❸ HR Risk
Management
❷ Talent
Management
HR ARCHITECTURE
Implement
❹
Workforce
planning
❺
Learning
⓫ HR Service
Delivery
Review
❻
Performance
❼
Reward
❽
Wellness
HR VALUE &
DELIVERY PLATFORM
⓭ HR MEASUREMENT
HR Audit: Standards & Metrics
❾
ERM
❿
OD
⓬
HR Technology
(HRIS)
HR COMPETENCIES
❶ Strategic
HRM
Improve
19. Market reaction to project
•
•
•
•
•
•
•
•
•
•
•
•
All over SA (all 9 provinces)
USA (SHRM and ISO)
UK (CIPD)
Australia
Netherlands
Zimbabwe
Zambia
Botswana
Namibia
Lesotho
Swaziland
Kenya
23. Some of the standard elements
Here are 4 examples of the Standards:
1.
2.
3.
4.
Strategic HR Management
Talent Management
HR Risk Management
HR Measurement
24. 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)
25. STRATEGIC HR
MANAGEMENT STANDARD
OBJECTIVES
1.2.1 To ensure the HR strategy is derived from and aligned to the
organisation’s objectives in consultation with key organisational
stakeholders.
1.2.2 To analyse the internal and external socio-economic, political and
technological environment and provide proactive people-related business
solutions.
1.2.3 To provide strategic direction and measurements for strategic
innovation and sustainable people practices.
1.2.4 To provide a foundation for the employment value proposition of the
organisation.
1.2.5 To establish a framework for the HR element of the organisation’s
governance, risk and compliance policies, practices and procedures which
balance the needs of all stakeholders.
SABPP (2013)
26. STRATEGIC HR
MANAGEMENT STANDARD
IMPLEMENTATION
1.3.1 Translate the overall strategic intent of the organisation into HR strategy.
1.3.2 Position the strategic HR agenda as an integral part of strategic decision making and
operational plans.
1.3.3 Allocate HR resources and build capability to implement the HR mandate.
1.3.4 Provide the contextual foundation for the development of the policies, plans, practices
and procedures.
1.3.5 Allocate accountability and responsibilities for the execution of HR strategy.
1.3.6 Ensure the execution of the HR strategy is measured and monitored within the
governance framework of the organisation.
1.3.7 Drive continuous improvement and sustainability of the HR strategy through planned
reviews and integrated reporting.
SABPP (2013)
28. TALENT MANAGEMENT
STANDARD
DEFINITION
Talent Management is the proactive design and
implementation of a talent-driven business 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)
29. TALENT MANAGEMENT
OBJECTIVES
2.2.1 To build a talent culture which defines the organisation’s philosophy, principles and
approach to talent, which leverages diversity and is communicated in a clear employment
value proposition.
2.2.2 To identify strategically critical positions and leadership roles and capabilities in the
organisation into the future from the Workforce Plan that will determine the sustainability of
the organisation.
2.2.3 To set up processes and systems which will:
• Attract a sustainable pool of talent for current objectives and future organisation needs.
• Achieve employment equity progress in the spirit of the legislation to achieve
transformation.
• Manage the retention and reward of talent.
• Develop the required leadership skills.
• Plan for succession to key roles.
• Identify high potential employees and link them with key future roles in the organisation
through monitored development plans.
• Identify through assessment the optimal development opportunities for talent.
2.2.4 To agree appropriate roles for stakeholders in development & management of talent.
2.2.5 To monitor and report on talent management key results areas and indicators.
31. TALENT MANAGEMENT
STANDARD
IMPLEMENTATION
2.3.1 Analyse the talent needs of the organisation by assisting in the segmenting
and classifying talent across the organisation to ensure talent differentiation and
management thereof.
2.3.2 Conduct labour market trend analysis of the required skills.
2.3.3 Create a talent management system focusing on current and future needs.
2.3.4 Engage and support line management regarding talent identification and
requirements.
2.3.5 Decide on interventions to define and develop leadership competencies.
2.3.6 Decide on interventions to support effective talent management in the
organisation.
2.3.7 Conduct a talent review linked to organisational objectives.
SABPP (2013)
32. TALENT MANAGEMENT PROCESS
LONG TERM TALENT PLANNING
Talent needs
analysis
Labour
market
analysis
Talent review
Talent
Management
Interventions
Leadership &
key
competencies
development
Talent
Management
System
33. HR RISK MANAGEMENT
DEFINITION
HR Risk Management is a systematic
approach of identifying and addressing people
factors (uncertainties and opportunities) that
can either have a positive or negative effect
on the realisation of the objectives of an
organisation.
SABPP (2013)
34. Importance of HR Risk
“In any organisation
people are the single most
valuable asset, but if badly
managed, they can
become the organisation’s
greatest liability.”
Dave Beretti, City of Cape Town
35. HR RISK MANAGEMENT
OBJECTIVES
3.2.1 To increase the probability and impact of positive events and decrease the
probability and impact of negative events caused by people factors on the
achievement of organisational objectives.
3.2.2 To align HR and people management practices within the governance, risk
and compliance framework and integrated reporting model of the organisation.
3.2.3 To ensure appropriate risk assessment practices and procedures relating to
people factors are embedded within the organisation.
3.2.4 To ensure appropriate risk controls are designed and applied to HR
activities and interventions.
3.2.5 To contribute in creating and sustaining a risk culture in an organisation
which also encourages innovation and creativity.
SABPP (2013)
36. “People and behaviour
are often the biggest
risks”
• Critical to include
people risks in a
company’s risk
management plan
• HR need to be the
eyes & ears for peoplerelated governance &
compliance
39. HR RISK MANAGEMENT
IMPLEMENTATION
3.3.1 Position the role of HR in influencing and communicating the organisational risk
culture.
3.3.2 Assess potential positive and negative people factor risks to achieving organisational
objectives.
3.3.3 Identify and evaluate the potential risk impacts with regard to strategic and operational
HR activities.
3.3.4 Decide on appropriate risk tolerances for the different components of the HR function.
3.3.5 Design and implement appropriate people-based risk management systems, metrics,
risk controls, and HR practices which will contribute to mitigate the potential risks.
3.3.6 Ensure all HR risk practices conform to the organisational governance, risk and
compliance strategies and policies including integrated reporting.
SABPP (2013)
40. HR risks – people risk, governance
and compliance
41. HR MEASUREMENT
DEFINITION
HR measurement is a continuous process of
gathering, analysing, interpreting and
presenting quantitative and qualitative data to
measure and align the impact of HR practices
on organisational objectives, including
facilitating internal and external auditing of HR
policies, processes, practices and outcomes.
SABPP (2013)
42. HR MEASUREMENT
OBJECTIVES
13.2.1 Determine measurement approaches, methodologies and metrics to
assess the effectiveness and efficiency of HR practices.
13.2.2 Identify relevant measurement areas for the purpose of integrated
reporting.
13.2.3 Implement appropriate tools and methods to measure timely the efficiency,
effectiveness and consistency of HR practices across the organisation.
13.2.4 Provide a clear framework for measuring HR impact on the bottom-line of
the organisation.
13.2.5 Develop performance indicators for HR service delivery and business
impact and present to the organisation in an appropriate HR Scorecard
SABPP (2013)
44. IMPLEMENTATION
13.3.1 Develop an integrated HR measurement and reporting
framework.
13.3.2 Set up management systems and resource the HR function to
collect and report on agreed people management metrics.
13.3.3 Develop and implement an HR scorecard.
SABPP (2013)
45. 13.3.1 Develop an integrated HR
measurement & reporting framework
• Determine key people-related metrics which will assist in
determining progress towards achievement of strategic
objectives.
• Determine additional people related data or info that may
be required to hold line accountable for performance of
teams and determine how reports will be tabled for
management control.
• Ensure that reporting on metrics include normal
organisational management reporting at all levels.
• Demonstrate financial and other forms of impact – enable
forecasting, scenario building, predictions.
• Data collected should enable ROI or Return on
Expectation ratios to evaluate programmes.
46. 13.3.2 Set up management systems and
resource HR function to collect and report on
agreed people management metrics
• Scale and depth of HR measurement and reporting will be constrained
by the resources available.
• Credibility and utility of HR reporting depends on accurate and
complete data capture.
• Control systems including internal and external audits should be in
place to ensure data integrity.
• Careful definition of each metric is important.
• A detailed flow chart should be drawn up to describe data collection,
storage and reporting for each metric.
• One integrated HR data system is recommended.
• Reporting formats should follow the design of other management
reports – clear, simple, visible dashboards.
• Meaningful interpretation of reports requires good knowledge of
organisation and HR practices.
47. 13.3.3 Develop and implement an
HR scorecard
• An HR scorecard selecting key indicators of HR Service
Delivery should be agreed between HR Head and top
management,
• Regular assessment of performance against the
scorecard, in accordance with the normal performance
management process of the organisation, should lead to
identification of areas for improvement and remedial
action.
• Conduct an internal and external audit of the HR function
and people practices of the organisation against the
documented service level agreement, documented HR
practices and HR scorecard.
48. Towards National HR Metrics
•
•
•
•
•
•
•
•
•
•
•
•
% of people meeting performance contracts
% of outstanding performers
Average time to resolve people issues
% of payroll spent on training
Training spent per employee (costs/FTE)
Total amount spent on employees
Number of training hours per employee (year)
% of key positions with successors
Vacancy rate (vacancies/headcount)
Absenteeism rate (sick days/FTE)
Labour turnover (people left/headcount)
Diversity/employment equity profile (race, gender, disability)
49. Key Human Capital Metrics
•
•
•
•
•
•
•
•
•
•
Revenue per employee (Revenue/FTE)
Profit per FTE (Revenue-Operating cost/FTE)
Human Capital ROI (benefits-costs/costs)
Leadership quality index
Employee engagement score
Employee satisfaction score
Organisation climate score
Employer of choice index
Human capital risk index (less than 10% risk)
HR customer satisfaction score
51. HR Standards Roll-out
Development
Consultation
Release
(21 May)
(June-July)
(20-21 Aug 24 Oct)
Standards-writing
Standards inputs
Standards
finalisation
(100 top HR
professionals)
(100 top HR
specialists +
1000 professionals)
(450 HR Directors
sign-off)
HR Standards
conference
52. HR Standards Development
Phase 1:
Phase 2:
HR MANAGEMENT
SYSTEM STANDARD
HR MANAGEMENT
SYSTEM APPLICATION
STANDARD
HR PROFESSIONAL
PRACTICE STANDARDS
“HOW TO” STANDARD
“WHAT” AND “HOW” OF
SPECIFIC PROFESSIONAL
PRACTICE STANDARDS
“WHAT” STANDARD
What are the elements
of the HR system?
13 elements:
Definition
Objectives
Implementation
(High level)
How can we apply the
HR System standard?
How to apply the 13
standard elements
Phase 3:
•
•
•
•
•
•
•
Succession Planning
Employment Equity
Career Development
Engagement
Learning culture
Change management
Organisation design
54. SABPP HRM SYSTEM STANDARDS MODEL
BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
Prepare
❸ HR Risk
Management
❷ Talent
Management
HR ARCHITECTURE
Implement
❹
Workforce
planning
❺
Learning
⓫ HR Service
Delivery
Review
❻
Performance
❼
Reward
❽
Wellness
HR VALUE &
DELIVERY PLATFORM
⓭ HR MEASUREMENT
HR Audit: Standards & Metrics
❾
ERM
❿
OD
⓬
HR Technology
(HRIS)
HR COMPETENCIES
❶ Strategic
HRM
Improve
55. National HR Governance Strategy Alignment
HR Competencies
•
•
•
•
•
•
HR Products/Services:
CPD
Mentoring
Professional registration
Research
HR Academy – QCTO
Curriculum standards
ISO: HR
HR Professional Standards:
• HRMS (13)
• HRMSAS (13)
• HRPPS (30+)
HR Metrics:
• National HR Scorecard
• HR Service Standards
Integrated
Reporting
HR Auditing:
• Internal Audit
• External Audit
King IV:
HR Governance
56. Conclusion
HR standards are needed to improve the
consistency and quality of HR management.
Best wishes with your HR professional work.
Please keep on engaging with us as we take
this exciting initiative forward.
If you need a copy of the 1st HR Standards File, contact us on
executiveoffice@sabpp.co.za
57. FOLLOW US ON :
@sabpp1
@mariussabpp
#hrstandards2013