Slides on HR Business Partnering, Competencies & Standards by Marius Meyer (CEO-SABPP) at Knowledge Resources

1. RE-TOOLING THE HR BUSINESS
PARTNER:
Standards & Competencies
Marius Meyer, CEO: SABPP
5 June 2014
@SABPP1

2. Agenda
• Business partner challenges for the future
• Competence & capabilities required for tomorrow
and beyond
• Responsibility for self & ongoing development
• Conclusion

3. The role of HR …

4. • Identifying talent issues before they impact the
business
• Adjusting HR strategies to respond to changing
business needs
• Understanding how HR business partners can
support the business
The results of our research indicated that our top three priority
CCR’s include the following:
SABPP Strategic Vision
“To Professionalise the HR Profession”
SABPP - ETQA
SABPP – Registration
Committee
HRD
Committee
Business
Leader’s
Expectations
OR
Critical Customer
Requirements
(CCR’s)
Key HR Business
Partner Outputs
Competencies
CareerPaths
LearningSolutions
SABPP Strategic Vision
“To Professionalise the HR Profession”
SABPP - ETQA
SABPP – Registration
Committee
HRD
Committee
Business
Leader’s
Expectations
OR
Critical Customer
Requirements
(CCR’s)
Key HR Business
Partner Outputs
Competencies
CareerPaths
LearningSolutions
1Communicating organisational culture/values to Employees
1Keep abreast of new legislation that may impact on business
1Preparing for different situations
2Responding to organisational changes
2Managing conflict between managers
2Assessing Employee attitudes
3Enforcing standard HR policies and procedures
3Resolving political problems in the execution of business plans
4Respond to manager needs
4Retention of talent within the business
5Capacity building/Skills development
6Quickly responding to employee needs
6Communication around HR in general
11Tracking trends in employee behaviours and attitudes.
11Keep the line updated on HR initiatives
13Prioritizing across HR Needs
25Utilising new business strategies
30Developing the next generation of leaders
32Identifying talent issues before they can impact on the business
35Identifying HR Metrics
42Adjusting HR strategies to respond to changing business needs
43Understanding how HRB’s can support the business
48Redesigning Organisational Structure around strategic objectives
54Understanding the Talent needs of the business
TOTALCCR
1Communicating organisational culture/values to Employees
1Keep abreast of new legislation that may impact on business
1Preparing for different situations
2Responding to organisational changes
2Managing conflict between managers
2Assessing Employee attitudes
3Enforcing standard HR policies and procedures
3Resolving political problems in the execution of business plans
4Respond to manager needs
4Retention of talent within the business
5Capacity building/Skills development
6Quickly responding to employee needs
6Communication around HR in general
11Tracking trends in employee behaviours and attitudes.
11Keep the line updated on HR initiatives
13Prioritizing across HR Needs
25Utilising new business strategies
30Developing the next generation of leaders
32Identifying talent issues before they can impact on the business
35Identifying HR Metrics
42Adjusting HR strategies to respond to changing business needs
43Understanding how HRB’s can support the business
48Redesigning Organisational Structure around strategic objectives
54Understanding the Talent needs of the business
TOTALCCR

5. PARADIGM SHIFT
OPERATIONAL MINDSET
• Day-to-day tasks
• Transactional HR
• Getting things done
• Crisis reactive management
• Doing things now
• Training for tasks
• Managing people
• Internal focus
• Short-term measures
STRATEGIC THINKING
• Long term priorities
• Transformational HR
• Creating value
• Proactive management
• Planning things for future
• Organisational capability
• Leading people
• External focus
• Strategic measures - metrics

6. Business partner challenges
• HR Competence as Strategic Partner and Talent
Management - HR Competency Models
• Line management – people skills
• HR Governance - accountability
• HR Risk Management
• New role to impact ethics in organisations
• HR Technology and Social Media
• HR standards and metrics – integrated reporting

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

8. Biggest Opportunities for HR
IBM: Working beyond Borders
• Cultivating creative leaders
• Mobilising for greater speed and
flexibility
• Capitalising on collective intelligence
i.e. collaboration

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

10. Most important leadership qualities
over the next five years
IBM: Working beyond Borders
35%
52%
60%
0% 10% 20% 30% 40% 50% 60% 70%
Ability to balance work and life
demands
Integrity
Creativity

11. 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 R197 million per day.

12. More facts about HR
• SA losing R12 billion a year due to absenteeism.
• Only 5% of employees understand business
strategy.
• World-wide only 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%.

13. 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 use an airline without standards?

14. 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?

15. HR Talent Management
“Quite possibly the biggest challenge that needs to occur in
HR has to do with talent management – not elsewhere in
organisations, but how talent management in HR is a case of
the shoemaker’s children lacking shoes. Our results suggest
that HR often doesn’t have the right talent; all too often it has
talent that is inferior to the talent in other parts of the
organization.”
Ed Lawler III & John Boudreau (2009)
Achieving Excellence in Human Resources Management, Stanford University Press

16. 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

17. SABPP Professional Values
RESPONSIBILITY
I
RESPECT
INTEGRITY
COMPETENCE

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

19. Why standards ?
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.
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.

20. 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

21. 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

22. 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.

23. 468 HR Leaders developing
HR Standards for South Africa

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

25. BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
❶ Strategic
HRM
❷ Talent
Management
❸ HR 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
⓫ HR Service
Delivery
⓬
HR Technology
(HRIS)
Prepare
Imple-
ment
Review Improve⓭ HR MEASUREMENT
HR Audit: Standards & Metrics
HRCOMPETENCIES
SABPP HRM SYSTEM STANDARD MODEL

26. HR Standards Supporters

27. 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

28. STRATEGIC HRM STANDARD ELEMENT:
IMPLEMENTATION
Framework of
HR policies &
programmes
Environmental
scan (PESTL)
HR structure, service
model and capability
development
People strategy
HR
strategic
agenda
Organisation’s
strategic intent
HR
strategic
agenda
HR
business
plan
People
strategy
Allocate roles &
responsibilities
(line/HR/support
functions)
MONITOR &
EVALUATE

29. Strategic HR: It is all about alignment

30. Why do we need the HR
Service Delivery standard
element?
• The HR service at both strategic and operational levels
must be delivered efficiently and effectively.
• The HR service must support managers and employees
where and when they need the support.
• As HR Professionals we have to commit to good service.
• At the same time, the HR service must adhere to
professional standards, which uphold the values of the HR
profession.

31. HR SERVICE DELIVERY
DEFINITION
HR Service Delivery is the influencing and
partnering approach in the provision of HR
services meeting the needs of the
organisation and its employees which enables
delivery of organisational goals and targets.
SABPP (2013)

32. HR SERVICE DELIVERY
OBJECTIVES
11.2.1 To ensure timeousness, consistency, credibility and quality in the delivery of HR
services, using resources productively and measuring and improving on delivery.
11.2.2 To ensure sustainability of HR practices within the organisation.
11.2.3 To support the effective management of the human element in an organisation by
means of an effective HR service delivery model and system.
11.2.4 To provide effective professional advice and guidance to managers and employees
regarding the correct implementation of labour laws and other legislative requirements, HR
policies, practices and procedures.
11.2.5 To establish functional standards for accurate HR record-keeping and administration,
developing and implementing an end-user friendly administrative process and system
enabling proper data management.
11.2.6. To measure employee engagement on the one hand, and satisfaction with the
delivery of HR services on the other hand.
SABPP (2013)

33. HR/Line relationship?

34. HR SERVICE DELIVERY SYSTEM
MONITOR &
EVALUATE
HR strategy
HR policies and
procedures
Clear roles and
responsibilities for
management of people in the
workplace
HR service delivery
model and system
Service Level
Agreement
Compliance monitoring
Employee
communication
Laws,
regulations,
codes,
agreements
Management and employee
support – guidance,
consultation, coaching

35. HR manager’s response to
metrics?

36. HR MEASUREMENT SYSTEM
MONITOR
&
EVALUATE
What are the
drivers behind
those issues?
What issues do we need
to manage
(risks/opportunities)?
What are the
outcomes specified
in the SLA?
How can we measure
those in a Balanced
Score Card?
METRICS
METRICS FOR PEOPLE
MANAGEMENT IN THE
ORGANISATION
METRICS FOR HR
EFFECTIVENESS/
EFFICIENCY
How can we
measure those
drivers?
Management system
& resources to collect
and report
Financial and
operational reporting
systems in
organisation

37. The need for consistency and quality

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. HR External Auditing Process
1. Request for Audit
2. Receive Assessment Tool
3. Agree on date(s) for audit
4. Site visit (1 Lead Auditor + 3 Auditors) –
scoring instrument & consensus meeting
5. Audit Report and presentation
6. Certification

40. Conclusion
HR standards and competent HR business
partners are needed to improve the
consistency and quality of HR management.
Best wishes with your HR business partnering
work as the HR leaders at your companies.
For more information, contact us on executiveoffice@sabpp.co.za

41. FOLLOW US ON :
@sabpp1
@mariussabpp
#hrstandards

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

43. Let us meet or exceed the national 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.za Blog: hrtoday.me
New office: 8 Sherborne Str, Parktown, South Africa
Tel: +27 11 482-8595 Fax: +27 11 482-4830
Cel: 082 859 3593 (Marius Meyer)