The document discusses the importance of talent management and developing HR standards in South Africa. It notes that attracting, developing, and retaining talent is a top strategic priority for organizations globally. Furthermore, talent affects a company's ability to implement strategy, capitalize on opportunities, and deliver leading products and services. The document then outlines South Africa's process of developing national HR standards over several phases from 2013 to 2014 through workshops with over 400 HR professionals. This included creating standards for the HR management system and specific HR practices like talent management, succession planning, and learning culture.

1. 16 October 2014
Marius Meyer
@SABPP1

3. CRITICALITY OF TALENT?
Top Strategic People Priorities globally
•Attraction, growth, retention and engagement of critical Talent
•High performance, high flexibility, high commitment organisational design & culture
•Leadership Excellence
Business case for strategic talent management

4. IMPORTANCE OF TALENT
“Probably the most important attribute of a world-class company is the ability to attract, develop and keep talented young people so that they turn into talented old people.”
Clem Sunter

5. CRITICALITY OF TALENT?
Why is Talent strategic?
Affects ability to:
Implement business strategy timeously
capitalise on future opportunities
delivery leading edge products/services
attain and sustain Operational
Excellence
Business case for strategic talent management

6. StrategicTalent Management
•Operational, Tactical & Strategic Talent Perspective & Alignment
•Immediate, Intermediate, & Long term Talent Management
•Integrated, holistic & systemic perspective, approach & process to talent

7. 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

8. The role of HR …

9. OperationalManagement Consistency in the Management of People
One of the toughest things to be is consistent

10. 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?

11. 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?

12. 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.

13. 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%.

14. 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.

15. Myths about standards
•Impose an onerous compliance regime
•Duplicate best practices
•Our company is so unique syndrome
•Standards stifle innovation
•Take flexibility away
•Ignore industry differences
•Too practical, not based on theory/research
•Standards are cast in stone

16. The reality is …

17. Types of standards
•Unit standards / Curriculum standards
•Service delivery standards
•Competence standards
•Metrics/benchmarking standards
•Professional practice standards
•Business/industry/process/system standards -ISO

18. Global approaches to standards
•Production and safety lead –ISO standards
•Professional standards –accounting
•Top global companies –their own standards
•Canada –HR Standards & Metrics
•UK –Human Capital Standard (BSI/CIPD)
•ISO HR project started
•South African National HR Standards
•HR Standards in Namibia

19. It all started on 21 May 2013 with 13 Standard facilitators

20. 468 HR Leaders developing HR Standards for South Africa

21. HR Standards Facilitators
Kate Dikgale-Freeman Michael Robbins Linda Chipunza

22. BUSINESS STRATEGY –HR BUSINESS ALIGNMENT
❶Strategic
HRM
❷Talent
Management
❸HR Risk
Management
HR ARCHITECTURE
HR VALUE &
DELIVERY PLATFORM
❹ Work- force
planning
❺
Learning
❻
Perfor- mance
❼
Reward
❽
Well- ness
❾
ERM
❿
OD
⓫HR Service Delivery
⓬
HR Technology
(HRIS)
Prepare
Imple-
ment
Review
Improve
⓭HR MEASUREMENT
HR Audit: Standards & Metrics
H R C O M P E T E N C I E S
© SABPP HRM SYSTEM STANDARDS MODEL

23. HR Standards Journey
Phase 1:
HR MANAGEMENT SYSTEM STANDARD
(21 May 2013)
Phase 2:
HR MANAGEMENT SYSTEM APPLICATION STANDARD
(20-21 Aug 2013)
Phase 3:
HR PROFESSIONAL
PRACTICE STANDARDS
(14 May 2014)
“WHAT” STANDARD
What are the elements of the HR system?
13 elements:
Definition
Objectives
Implementation
(High level)
“HOW TO” STANDARD
How can we apply the HR System standard?
How to apply the 13 standard elements
“WHAT” AND “HOW” OF SPECIFIC PROFESSIONAL PRACTICE STANDARDS
•Succession Planning
•Employment Equity
•Career Development
•Engagement
•Learning culture
•Change management
•Organisation design

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

25. HR Standards Supporters

26. HR Standards Presentations

27. HR Standards Case Studies

28. Professional forum support

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

30. Support from consulting firms

31. 20+ Universities

32. International interest

33. BUSINESS STRATEGY –HR BUSINESS ALIGNMENT
Strategic
HRM
Talent
Management
HR Risk
Management
HR ARCHITECTURE
RE
HR VALUE &
DELIVERY PLATFORM
Work- force
planning
Learning
Perfor- mance
Reward
Well- ness
ERM
OD
HR Service Delivery
HR Technology
(HRIS)
Prepare
Imple-
ment
Review
Improve
HR MEASUREMENT
HR Audit: Standards & Metrics
H R C O M P E T E N C I E S
SABPP HR SYSTEM STANDARDS MODEL

34. TALENT MANAGEMENT STANDARD
DEFINITION
Talent Management is the proactive design and implementation of an integrated talent- driven organisational 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)

35. Talent management

36. TALENT MANAGEMENT
OBJECTIVES
2.2.1 To build a talent culture which defines the organisation’s philosophy, principles and integrated 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 and growth 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 relevant stakeholders in the development and management of talent.
2.2.5 To monitor and report on talent management key results areas and indicators.
SABPP (2013)

38. 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

39. SABPP BLOG
For regular updates join our special
HR Standards Blog:
www.hrtoday.me

40. Conclusion
The Talent Management standard element will help HR Professionals to play a proactive role in addressing the talent needs of organisations.

41. We set HR standards!
professional@sabpp.co.za(Professional Registration)
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.zaBlog: hrtoday.me
Office: 8 SherborneStr, Parktown
Tel: 011 045-5400 Fax: 011 482-4830
Cel: 082 859 3593 (Marius Meyer)