Downloaded 38 times
Uploaded bySABPP
SABPP Universities Update: New Strategy & Recent Developments
The document provides an overview and update on the South African Board for People Practices' (SABPP) new HR Voice II strategy, HR standards and audits, professional practice standards, and student chapters. Key points include: SABPP professionals are now commissioners of oaths; the HR Voice II strategy focuses on HR standards, audits, competencies, and professionalism; 18 organizations underwent HR audits with the top university and academic recognized; and professional practice standards were discussed for areas like absenteeism management, recruitment, and performance appraisal.
More Related Content
Similar to SABPP Universities Update: New Strategy & Recent Developments
SABPP Universities Update: New Strategy & Recent Developments
- 1. SABPP UNIVERSITIES UPDATE: NewStrategy & Recent Developments Marius Meyer 13 October 2016 @mariusSABPP @SABPP1 @sabpp_ 1
- 2. Agenda • Update onnew SABPP HR Voice II Strategy • HR Standards & Audit Update • Professional Practice Standards (Phase 2) • Student Chapters • Conclusion
- 3. SECTION A HR ProfessionUpdate
- 4. Big News: SABPP HRProfessionals are now Commissioners of Oaths!
- 5. Thank you! Advocate MichaelMasutha, Minister of Justice & Correctional Services
- 6. Are you upto date?
- 7. HR Challenges • Skillsand talent gaps in organisations • Inconsistency in practice • A lack of commitment to sound HR and people management • Poor people management skills • Poor HR management skills - culture • Speed & complexity of change • Risk & compliance environment • A lack of measurement
- 8. Two radical changesin HR “There are two radical changes in the HR space that are coming from entirely different directions but are destined to collide: HR Standards and Big Data. They are radical because they will fundamentally change the performance evaluation of HR, the teaching of the profession, and the standing and credibility of practitioners.” Neil McCormick & Chris Andrews HR Advisory Bond University
- 9. HR Trends • HRas Strategic Partner and Talent Management • HR Governance & King IV – combined assurance • HR Risk Management • New role to impact ethics in organisations • HR contribution to CSR and socio-economic situation – sustainability • Building high performance cultures • HR Technology and Social Media • HR standards and metrics – integrated reporting • HR Competency models – professionalism
- 10.
- 11. 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
- 12. 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
- 13. 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).
- 14. Professionalisation of HR HRteam of Ingquza Hill registered as HR Professionals with SABPP in accordance with NQF Act – professionalism in action
- 15. Marius Meyer, SABPPCEO receiving the SAQA certificate of professional body recognition from the Minister of Higher Education and Training, Dr Blade Nzimande.
- 16. HR Voice II:2016-2018 Setting HR Standards – SABPP: the Voice of the HR Profession Human Resource Governance Research Value & visibility Optimising alliances Innovation/ Technology CPD Excel- lence HR Academy Quality Assurance Knowledge Governance Duty to society Ethics Res- ponsi- bility Res- pect Inte- grity Com- peten- ce HR Professionalism: 4 pillars, 4 principles, 4 top products, 7 priorities Active Citizenship: Stakeholder engagement & impact
- 17. SECTION B HR Standards& Audits Update
- 18.
- 19. National Human Capital ConfidenceIndex Human Capital Availability • What is the match of supply and demand of economically active people (skilled and unskilled) in the country? • Where are specific under supply and over supply situations? Human Capital Contribution • How productive is the employed population? • What is the level of innovation in the country? Human Capital Wellbeing • What health and wellbeing issues impact on the general productivity potential of the economically active population? Human Capital Wealth Creation • How do different sectors of the employed population share in the wealth created in the country? • How attractive is the country to international talent? Human Capital Cost, Investment and Growth • What are we doing in terms of learning and development in the school and post-school education system? • How much are we spending on whom for what in the post- school education system? • What are we doing and how much are we spending on job creation efforts? • What health and wellbeing interventions are having positive impacts on productivity?
- 20. HR Standards Files 13standards (2013) 23 standards (2014)
- 21. 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 STANDARDS
- 22. BUSINESS STRATEGY –HR BUSINESS ALIGNMENT Strategic HRM 5.0 Talent Management 4.3 HR Risk Management 4.1 FUNCTIONAL & CROSS FUNCTIONAL HR VALUE CHAIN HR VALUE & DELIVERY PLATFORM Work- force Planning 4.4 Learning 5.7 Perfor- mance 5.3 Reward 4.7 Well- ness 5.5 ERM 5.8 OD 4.7 HR Service Delivery 5.6 HR Technology (HRIS) 4.6 Prepare Imple- ment Review ImproveMEASURING HR SUCCESS 3.8 HR Audit: Standards & Metrics HRCOMPETENCIES SELF RATINGS – OVERALL AVERAGE MAY 2016 400 responses
- 23.
- 24. BUSINESS STRATEGY –HR BUSINESS ALIGNMENT Strategic HRM 6.0 Talent Management 4.8 HR Risk Management 6.5 FUNCTIONAL & CROSS FUNCTIONAL HR VALUE CHAIN HR VALUE & DELIVERY PLATFORM Work- force Planning 5.8 Learning 6.5 Perfor- mance 6.3 Reward 6.3 Well- ness 6.6 ERM 6.6 OD 5.7 HR Service Delivery 5.6 HR Technology (HRIS) 5.6 Prepare Imple- ment Review ImproveMEASURING HR SUCCESS 4.9 HR Audit: Standards & Metrics HRCOMPETENCIES AUDIT SCORES – OVERALL AVERAGE MAY 2016 18 audits
- 25. National Winner –HR Audits
- 26. Best University inHR Standards Alignment Vaal University of Technology
- 27. Best Academic inHR Standards Alignment Sakkie van Greunen, UP
- 28.
- 29. International HR bodies TimEkandjo, President: IPM Namibia & Marius Meyer, CEO: SABPP in Windhoek
- 30.
- 31. 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
- 32. HR Standards Files 13standards (2013) 23 standards (2014)
- 33. 2015 was ourfirst year of HR Audits
- 34. HR Standards &Audits: HR Standards HR Audits Dr Shamila Singh Annetjie Moore Email: hrstandards@sabpp.co.za hraudit@sabpp.co.za Tel: (011) 045 5400
- 35. Value of HRAudits “An HR Management performance audit is future orientated and can identify areas for organisational improvement. HR Auditing crosses the boundaries between HR management and auditing … it can be a suitable method for evaluating the contribution of HR activities to organisational objectives assessed on the basis of value for money.” Dr Chris Andrews, HR Director: Bond University
- 36. HR Audit -Certification
- 37.
- 38. Celebrating HR Audits:The pioneers
- 39. HR Professional PracticeStandards • Absenteeism management • Career management • Coaching & mentoring • Collective bargaining • Disciplinary procedure • Dispute resolution • Employment Equity & Diversity (Inclusion) • Grievance procedure • Leadership development • Learning design • Learning evaluation • Learning needs analysis • On-boarding • Organisation design • Performance appraisals • Recruitment • Remuneration benchmarking • Selection • Succession planning • Change management • Employer Branding • Workplace learning culture
- 40. Employer Branding The practiceof creating the idea or image of the organisation that employees (present & potential future) connect with, and marketing that image both internally and externally, building recognition and reputation as an employer of choice in order to attract, engage and retain employees who best fit the organisation’s values and enable the organisation to achieve its objectives. The brand is rooted in the identification of the EVP. SABPP (2015)
- 41. Employer Branding Process INPUTSPROCESS OUTPUTS TALENT STRATEGY INCLUDING EVP PRODUCT/SER- VICE BRANDING STRATEGY & PLANS MULTI- FUNCTIONAL PROJECT TEAM EMPLOYER BRAND BUDGET Define Employer Brand Proposal Test proposal for internal & external market research Finalise brand, define implementation plan & budget Implement plan Market research Review and improve Brand with full branding manual Integration of brand with all HR practices
- 42. Change Management Process INPUTSPROCESS OUTPUTS ORGANISATION STRATEGY CLEAR DEFINITION OF BUSINESS PROCESSES & PROCEDURES GOOD LEADER- SHIP SKILLS AT ALL LEVELS CHOICE OF CHANGE MODEL Define Organisation Strategic Intent Consult and communicate Project plan Implement Evaluate progress, adapt and trouble shoot Measure impact Desired end state Lessons learned
- 43. Succession Planning Process INPUTSPROCESS OUTPUTS ORGANISATION STRATEGY & BUSINESS PLAN IDENTIFICATION OF KEY ROLES COMPETENCY MODELS & JOB PROFILES WORKFORCE PLAN Determine if position would be filled/restructured/eliminated Identify emergency plans Identify potential successors Consolidate and analyse MONITOR + EVALUATE + COMMUNICATE Individual Development Plans Departmental & consolidated succession plans TALENT/POTEN- TIAL REVIEWS Retention plans Organisation design plans
- 44. Career Management Process INPUTSPROCESS OUTPUTS WORKFORCE PLAN JOB PROFILES COMPETENCY MODELS PROMOTION POLICY Career information constantly communicated Career discussion Career counselling advice and resources MONITOR + EVALUATE + COMMUNICATE Individual Development Plans L&D POLICY Reports: Development plan progress Promotions Career paths/maps PHILOSOPHY
- 45. Absenteeism Management Process INPUTSPROCESS OUTPUTS TIME & ATTENDANCE POLICIES/RULES TIME & ATTENDANCE RECORDING SYSTEMS Reason accepted as valid & leave/time records adjusted Employee absent without notice, noted in time & attendance system Employee notifies employer Employee return to work & investigation to establish facts MONITOR + EVALUATE Updates time/ attendance & leave records LINE MANAGERS TRAINED/ ACCOUNTABLE Absenteeism tracking & trend analysis Disciplinary process if appropriate WELLNESS POLICY/ SERVICES EMPLOYEE COMMUNICA- TION/ON- BOARDING Employee does not notify employer Reason not accepted as valid, progressive disci- pline implemented
- 46. Performance Appraisal Process INPUTSPROCESS OUTPUTS SABPP (2015) PERFORMANCE EXPECTATIONS (CASCADED GOALS & BEHAVIOURS) PERFORMANCE CONTRACTING & MEASUREMENT SYSTEM TRAINED MANAGERS & EMPLOYEES PERFORMANCE CONTRACT AGREEMENT ON RATINGS & IMPROVEMENT PLANS PERFORMANCE MEASUREMENT DISCUSSION ON ACHIEVEMENT PERFORMANCE RATINGS FEED INTO OTHER PROCESSES (TALENT, REWARD) PIPs AND IDPs
- 47. Disciplinary Process INPUTS PROCESSOUTPUTS SABPP (2015) LEGISLATION AND CASE LAW DISCIPLINARY POLICY, PROCEDURE AND RULES TRAINED MANAGERS & EMPLOYEE REPRESENTA- TIVES Breach of rules identified Management decision Investigation to establish facts Hearing All parties feel outcome is fair Implementation of decision and monitoring Employee escalates if unhappy with decision MONITOR + EVALUATE Disciplinary tracking and trend analysis
- 48. Grievance Process INPUTS PROCESSOUTPUTS SABPP (2015) GRIEVANCE POLICY & PROCEDURE TRAINED MANAGERS & EMPLOYEE REPS CLEAR EMPLOYEE RIGHTS AND PRIVILEGES Employee raises grievance and states desired outcome Management decision Investigation to establish facts Hearing All parties feel outcome is fair Implementation of decision and monitoring Employee escalates if unhappy with decision MONITOR + EVALUATE Grievance tracking and trend analysis
- 49. Recruitment Process INPUTS PROCESSOUTPUTS WORKFORCE PLAN – APPROVED VACANCY EVP JOB PROFILES EMPLOYMENT APPLICATION FORMS Decide on advertising channel/sourcing method Design & place advertisement/source candidates Receive, acknowledge and record applications Screen candidates Pool of candi- dates meeting minimum requirements Recruitment reports & analyses EE POLICY RECRUITMENT POLICY COMPETENCY MODELS MONITOR AND EVALUATE Validly rejected candidates who feel fairly treated
- 50. Selection Process INPUTS PROCESSOUTPUTS POOL OF SCREENED CANDIDATES JOB PROFILES TRAINED INTERVIEWERS Select testing/screening methods Decide on interview process Set up & conduct interviews Make final decision New employee Selection reports & analyses EE POLICY TESTING & SCREENING METHODS COMPETENCY MODELS MONITOR AND EVALUATE Validly rejected candidates who feel fairly treated REMUNERATION POLICY & STRUCTURE Formulate & present offer Draw up contract Reference check/screen final candidate(s) Shortlist final candidate(s)
- 51. Workplace Learning System EMERGENTECOSYSTEM TRANSCENDENT Structured onboarding Structured work experience Performance help Targeted learning Improvement Support learning of others Share how updated Learning networks Clear development pathway Participate in organisational processes Integrate learning with business processes and events Participate in learning circles Participate in team-based work Develop team members Support the development of learning networks Participate in external bodies/associations Refine organisational practices Talent feeder systems Improvement projects Gap between practitioners and experts small Learning processes in personal & business learning Influence profession Keep up to date
- 52. On-boarding process Preliminary arrangements/plan Initial contactwith employee – email/phone; Offer/letter Welcome by senior member of company General induction HR induction Departmental induction Evaluation and feedback Employee arrival – give induction pack & welcome (disc/file)
- 53. Collective bargaining process Yes– Communicate No – Dispute Resolution OBTAIN MANDATES PREPARE PROPOSE/DEMAND Opening statements Motivating proposals Exchange views Evaluate and share NEGOTIATE/ BARGAIN SETTLEMENT Communication DISCUSS Ground Rules Guiding Principles
- 54. 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
- 55.
- 56.
- 57. Universities Launched 2016 • CTIEducation Group • Walter Sisulu University:Mthatha Campus • University of Johannesburg: Soweto Campus • Vaal University of Technology • University of Free State: QwaQwa Campus 2015 • Tshwane University of Technology: Polokwane Campus • Walter Sisulu University: Ibika Campus
- 58. Special Student Award •Allan Roberts: CTI Education Group • Francisco Da Silva: University of Pretoria • Lana Basson: Southern Business School • Natasha Krumbock: University of Cape Town • Margaret Young: University of Cape Town • Rushka Stemmet: Stellenbosch University • Mienkie Du Plessis: Stellenbosch University • To be done • UNISA-11 November 2016 • UJ Kingsway Campus-28 October 2016
- 60. Students Statistics • TotalNo.of Registered Students :1333 • Total No. of Students Registered in 2015:523 • Total Students Registered in 2016:709 TOP 10 Universities TUT Polokwane Campus 150 Vaal University of Technology 130 Walter Sisulu: Mthata Campus 79 University of Johannesburg :Soweto Campus 73 Walter Sisulu : Ibika Campus 68 CTI Education Group 65 University of the Free State:Qwaqwa 52 North West University Potchefstroom 47 CPUT 41 University of Fort Hare 40
- 61. Student Chapter Presentation CTIEducation Group- 06 May 2016 Tshwane University of Technology: eMalahleni Campus- 04 May 2016 Nelson Mandela Metropolitan University: North & South Campus - 23 May 2016 North West University: Mafikeng Campus – 11 August 2016
- 62. University Numbers University TotalNo. of Students NWU Potchefstrom 47 NWU Vaal Triangle 30 NWU Mafikeng 3 WSU:Ibika Campus 68 WSU:Mthatha Campus 79 TUT Polokwane Campus 150 TUT:eMalahleni Campus 1 TUT:Pretoria Campus 5 UJ:Soweto Campus 73 UJ:Kingsway Campus 15 VUT 130 UJ :Bunting Road 6 University of Pretoria 11 Stellenbosch 21 UFS:Bloemfontein Campus 17 UFS :Qwaqwa Campus 52 University of Limpopo 20 University of Venda 17 CPUT 41
- 63. University Numbers CUT:Welkom Campus17 CUT:Bloemfontein Campus 15 Unisa 55 Ekurhuleni West College 1 SA Business Institution 1 BMT SA 5 University of Fort hare 40 University of the Western Cape 15 Rose Bank college 1 Wits 3 Mangosuthu University of Technology 20 University of KwaZulu-Natal 3 UCT 3 Southern Business School 1 Icollege:Mafikeng Campus 1 CTI Education Group 65 NNMU:South Campus 4
- 64. University Numbers NMMU:North Campus2 Varsity College 1 University of Zululand 4 Rhodes 1 DUT 2 Boston 263 Boland College 1 Coolege SA 1 DC Dynamic College 1 Damelin 3 Mancosa 1 Milpark Education 3
- 65. Key questions • Haveyou aligned your curriculum with the National HR Standards and Competencies? • Do you or your students want to do research on the HR Standards/Audits/Metrics? • Are you involved in the SABPP Research Department? (hrri@sabpp.co.za) • Have your university been accredited? • Do you have an active student chapter?
- 66. Student Chapters: 3 successfactors 1. Academic leadership – an enthusiastic academic driving the process; 2. Student leadership – a passionate student leader driving it forward 3. Communication with SABPP Office students@sabpp.co.za thembi@sabpp.co.za xolani@sabpp.co.za
- 67. 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) hrstandards@sabpp.co.za (HR Standards) hraudit@sabpp.co.za (HR Audits) lathasha@sabpp.co.za (Knowledge & Innovation) naren@sabpp.co.za (Learning & Quality) students@sabpp.co.za (Student Chapters) 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