1. BUILDING THE HR PROFESSION AND PEOPLE
MANAGEMENT IN SCHOOLS:
Reasons for HR professionals to belong to a professional board
Marius Meyer
25 March 2013
marius@sabpp.co.za
@SABPP1

2. We are here for our children
Nadia Meyer (grade 3)

3. Computer picture

4. Importance of teaching
“A teacher affects eternity; he can never tell
where his influence stops.”
Henry Adams
“Upon our children – how they are taught –
rests the fate or fortune of tomorrow’s world.”
BC Forbes

5. A proud moment
My teacher Keith Jennings featured in book.

6. Changing behaviour/habits

7. SABPP Schools Project
• Vision is to support schools with
professional HR management
• HR Advisor and HR Intern per school

8. Technology era

9. Technology revolution

10. 1. SABPP is the professional body for HR
practitioners in South Africa
2. Quality assurance body for HR learning
provision.
3. SABPP also accredits the HR academic
programmes of universities.

11. 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

12. Alliances
ALLIANCES TO STRENGTHEN HR

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 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

15. Ready for the future?

16. 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

17. Most important organisational
capabilities over the next five years
Leadership
37%
Execution speed
34%
Client connectivity
33%
Innovation
31%
28%
IBM: Working beyond Borders
30%
32%
34%
36%
38%

18. IBM CEO Study 2012:
Factors impacting organisations
IBM CEO Study 2012
1
2
3
4
5
6
7
8
9
Technology factors (71%)
People skills (69%)
Market factors (68%)
Macro-economic factors
Regulatory concerns
Globalisation
Socio-economic factors
Environmental issues
Geopolitical factors

19. We are changing with technology

20. SCARCE AND CRITICAL SKILLS
Pos. Type of scarce and critical skills area
Magnitude of scarcity
1 Industrial & Mechanical Engineers and Technologists
2 Medical Technicians
3 Training & development professionals
4 Metal fitters & machinists
5 Specialist managers
6 Agriculture & forestry scientists
7 Chemistry, food & beverage technicians
8 Electrical Engineering, draft persons & technicians
9 Social workers
9 Medical and laboratory scientists & technologists
10 Motor mechanics
11 Structural steel & welding trade workers
11 Advertising, marketing & sales managers
12 Civil engineering, draft persons & technicians
13 HR Professionals
14 Advertising, marketing & sales professionals
15 Production & operations managers
12 665
10 000
9 260
8 340
6 955
6 175
6 145
5 145
5 000
5 000
4 205
4 045
4 045
3 960
3 855
3 095
3 130
(DHET, 2011)

21. HR Trends
•
•
•
•
•
HR as Strategic Partner and Talent Management
HR Governance
HR Risk Management
New role to impact ethics in organisations
HR contribution to CSR and socio-economic
situation - sustainability
• HR Technology and Social Media
• HR standards and metrics – integrated reporting
• HR Competency models - professionalism

22. Competency levels of the top 10
HR priorities
Priority Area
Priority
Weight
Competency
Weight
Priority
Rank
Competency
Rank
Creating a high-performance culture /
Performance management
3.91
3.42
1
6
Leadership and management
development
3.79
3.36
2
8
Skills development
3.77
3.58
3
3
Focus on corporate values, ethics
3.71
3.45
4
4
Industrial / Employee relations
3.69
3.70
5
2
Customer service / relations
3.68
3.43
6
5
Employee engagement
3.68
3.35
7
9
Change management
3.68
3.22
8
16
Crafting and implementing HR strategy
3.64
3.40
9
7
HR policies and procedures
3.62
3.71
10
1
HR Survey (2011)

23. WHAT IS COMPETENCE?
“Competence is the quality of
being adequately or well
qualified physically and
intellectually. I have not for a
long time heard that word
used to describe a politician –
or any public servant, for that
matter. Make competence a
respectable word again.”
- Prof Jonathan Jansen

24. HR COMPETENCY HOUSE

25. SOUTH AFRICAN HR COMPETENCY MODEL
STRATEGY
5 HR
CAPABILITIES
TALENT
MANAGEMENT
HR GOVERNANCE, RISK,
COMPLIANCE
ANALYTICS & MEASUREMENT
HR SERVICE DELIVERY
HR & BUSINESS KNOWLEDGE
SOLUTION CREATION & IMPLEMENTATION
INTERPERSONAL & COMMUNICATION
CITIZENSHIP FOR FUTURE: INNOVATION, TECHNOLOGY, SUSTAINABILITY
4
PILLARS
DUTY TO SOCIETY
5 CORE
COMPETENCIES
ETHICS
ORGANISATIONAL CAPABILITY
PROFESSIONALISM
LEADERSHIP & PERSONAL CREDIBILITY

26. Comfort zone challenged

27. L&D Benchmarks
(ASTD/SABPP)
BENCHMARK
USA
RSA
CHANGE
Average % payroll
2,24%
3,94%
+ 0,83
Hours /employee
36
40
- 12
Spend/employee
$1068
R 6898
+R 1700
Employees/trainer
253
157
+19
% companies elearning
31%
43%
+ 10%
% outsourced
22%
62%
+10%

28. Schools facing social media

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

30. Absenteeism rate
Indicate absenteeism rate
35%
Don't measure
31%
Don't know
34%
29%
30%
31%
32%
33%
34%
35%
36%

31. School principal’s response to
HR?

32. Getting the balance right…
Professional
knowledge and
standards
(competence)
Doing good
work
(excellence)
Accountability
Responsibility
Professional ethics
(conscience)
Ethical
behaviour
and conduct
(ethics)
Fairness
Transparency

33. SABPP HR System Standards Model
BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
Prepare
HR Risk
Management
FUNCTIONAL & CROSS FUNCTIONAL HR VALUE CHAIN
Implement
Workforce
planning
Learning
HR Service
Delivery
Review
Performance
Reward
Wellness
HR VALUE & DELIVERY PLATFORM
MEASURING HR SUCCESS
HR Audit: Standards & Metrics
ERM
OD
HR COMPETENCIES
Talent
Management
Strategic
HRM
HR Technology
(HRIS)
Improve

34. The need for consistency and quality

35. Conclusion
We need a professional approach to HR
practices in schools. The new competency
model sets the benchmark for HR
competence. HR standards are needed to
improve the consistency and quality of people
management. Better people performance
translates to improved school and business
performance.

36. Key questions
• Do you have high quality HR policies and
practices in schools?
• Are you up to date with new trends and
developments in HR?
• Do you need a high level professional
network?
• Do you need professional support from a
professional body?
• Will you be ready to implement the 13
national HR standards?

37. Let us rise to the challenge and
deliver HR excellence

38. Let us build HR competence and create HR
standards!
professional@sabpp.co.za (Professional Registration)
sithembele@sabpp.co.za (Professional Services)
kenneth@sabpp.co.za (Stakeholder Relations)
penny@sabpp.co.za (Research)
naren@sabpp.co.za (Learning & Quality)
marius@sabpp.co.za (Strategy inputs)
voice@sabpp.co.za (Social media)
Website : www.sabpp.co.za
New office: 8 Sherborne Str, Parktown
Tel: 011 482-8595 Fax: 011 482-4830
Cel: 082 859 3593 (Marius Meyer)