sabpp durban chamber 2015
TRANSCRIPT
THE NATIONAL HR STANDARDS AS A QUALITY FRAMEWORK FOR HIGH IMPACT PEOPLE MANAGEMENT IN
BUSINESS
Marius Meyer, Chief Executive Officer: SABPP 11 June 2015
@mariusSABPP@SABPP1
A G E N D A
• Introduction - context• Overview of HR Standards Journey• Examples of HR Standards• HR Professional Practice Standards
(Phase 3)• HR Auditing• Conclusion
Business chamber support
FOLLOW US ON : @sabpp1 SABPP @siphiwemoyo Chairman @mariussabpp CEO @xolani_mawande COO @SiphiweMashoene Events
#hrstandards#sabpp
Breaking News: SABPP HR Professionals are now
Commissioners of Oaths!
Thank you!
Advocate Michael Masutha, Minister of Justice & Correctional Services
SABPP Professional ValuesRESPONSIBILITY
I
RESPECT
INTEGRITY
COMPETENCE
New SABPP HR Ethics Book
Launch of HR Ethics Book
“Congratulations to SABPP with the launch of the HR Ethics book, and for the good work you are doing to promote ethics and the HR profession.”
Advocate Thuli Madonsela
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
CO
RE
CO
MP
ET
EN
CIE
S
HR & BUSINESS KNOWLEDGE
DUTY TO SOCIETY
ET
HIC
S
PR
OF
ES
SIO
NA
LIS
M
4 PILLARS
Importance of ethics for HR
New SABPP Model: HR Voice for Professionals
Human resource development
Innovation
CPDExce
l-lenc
e
Qualityassurance
Learning growth & develop-
ment
Knowledge
Self-governance Duty to society
EthicsHR Pro
viders
Skills
development
Universities
accreditation Men
torin
g
SABPP VALUE PROPOSITION: Products/Services to advance HR profession
RECOGNITION = PROFESSIONAL STATUS
RESOURCES = PRODUCTS/SERVICES
RESEARCH = INFORMATION
• Professional registration• NLRD Upload (SAQA)• Commissioners of Oaths• Awards• Advocacy• HR Assessors/Moderators
registration• Accreditation of providers• University accreditation
• HR Competency Model• HR Standards • 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 papers• Position papers• Books• Articles• Cases• Benchmarking• Magazines• Labour market
information
Marius Meyer, SABPP CEO receiving the SAQA certificate of professional body recognition from the Minister of Higher Education
and Training, Dr Blade Nzimande.
Professional registration levels
• M/D degree + 6 years top level experience
• LoW = executive level
CHRP(Chartered)
HRP (Professional)
HRA (Associate)
HRT (Technician)
• Hons degree + 4 years sr experience• LoW = senior management
• 2 year dip + 2 years experience• LoW = junior level
Big 5 Standards Milestones
1. National HR Competency Model (2012)
2. National HR Standards (2013)
3. HR Audit Framework (2014)
4. HR Ethics Book (2015)
5. HR as Commissioners of Oaths (2015)
HR Professionalism Priorities
Operational Management Consistency in the Management of People
One of the toughest things to be is consistent
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.
What are standards really?
• A level of acceptable quality• Good enough in terms of professionalism• What is good or normal or usual• A guideline for practice• A foundation for reasonable expectations
and sound judgement• A basis for measurement (M&E)
The reality is …
468 HR Leaders developing HR Standards for South Africa
BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
StrategicHRM
TalentManagement
HR RiskManagement
HR ARCHITECTURE
I
HR VALUE & DELIVERY PLATFORM
Work- force
planning
Learning&
Deve- lopment
Perfor- manceMana-
gement
Reward &
Recogni- tion
Em-ployee
wellness
Employ-ment Rela-tions
Organi-sationDeve-
lopment
HR Service Delivery
HR Technology(HRIS)
Prepare
Imple-ment
Review ImproveHR MEASUREMENTHR Audit: Standards & Metrics
H R C O
M P E T E N
C I E S© SABPP HR MANAGEMENT SYSTEM STANDARD MODEL
BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
StrategicHRM
4.5
TalentManagement
4.1
HR RiskManagement
4.1
FUNCTIONAL & CROSS FUNCTIONAL HR VALUE CHAIN
HR VALUE & DELIVERY PLATFORM
Work- force
Planning 4.4
Learning5.8
Perfor- mance
5.0
Reward4.3
Well- ness 5.2
ERM5.7
OD4.7
HR Service Delivery
5.9
HR Technology(HRIS) 5.1
Prepare
Imple-ment
Review ImproveMEASURING HR SUCCESS 4.2HR Audit: Standards & Metrics
H R C O
M P E T E N
C I E S SELF RATINGS – OVERALL AVERAGE
HR Standards Files
13 standards (2013) 19 standards (2014)
HR Professional Practice Standards• Absenteeism management• Career management• Coaching & mentoring• Collective bargaining• Disciplinary procedure• Dispute resolution• Diversity management• Grievance procedure• Leadership development• Learning design• Learning evaluation• Learning needs analysis• On-boarding• Organisation design• Performance appraisals• Recruitment• Remuneration benchmarking• Selection• Succession planning
LEADERSHIP DEVELOPMENT PROCESS
FEEDBACK AND 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
IDENTIFICATIONWho are current & potential leaders
Assessment and gap analysis according to
competency framework
Career path, career & succession planning
Assessment/profiling including
team/individual/division effectiveness
In-house Presentations
1. Strategic HRM2. Talent Management3. HR Risk Management4. Workforce Planning5. Learning & Development6. Performance Management7. Reward & Recognition8. Employee Wellness9. Employment Relations
Management10. Organisation Development11. HR Service Delivery12. HR Technology13. HR Measurement
• Strategy & Strategic HR Planning• Talent Management• HR Assurance• Sourcing and placing• Capacity Building• Performance Management• Remuneration & Reward• HR Assurance & Wellness• Employee Relations Management
• Organisation Culture Development• HR Administration, Reporting• HRIMS• People Management Benchmarking
Professional forum support
International HR bodies
Tim Ekandjo, President: IPM Namibia &Marius Meyer, CEO: SABPP in Windhoek
International interest
20+ Universities
Support from consulting firms
3 Components of a Standard Element
How can we make it work in practice?
Application
What do we want to achieve?
Objectives
What is it?
Definition
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)❶
STRATEGIC HRM PROCESS
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
Strategic HR: It is all about alignment
HR RISK MANAGEMENT PROCESS
Assessment of risk tolerance for each risk
Identify and evaluate impact of
HR risks
HR practices, programmes, metrics to
manage risks
HR Risk Map
HR Risk Register
Organisation’s risk management
structures and processes
HR Risk Register
HR Risk Management
Plan
HR Risk Map
MONITOR & EVALUATE
H R R I S K S – 8 African countries
• Safety - accidents• Skills shortages/gaps• Incompetence• Employee disengagement• Strikes & poor
employment relationships• Fraud/corruption• Stress• HIV/AIDS/TB/Malaria
• Staff turnover• Low staff satisfaction –
impact on customer satisfaction
• Cyber security• Conflict/disputes• Diversity problems• Sexual harassment• Expatriate issues• Non-compliance
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
IntegratedReporting
HR Competencies
Achieving Certification is aMilestone on a Journey
Improvement Plans
CPD
Case studies
Post Audit
Assign audit team
Conduct audit
Close out meeting
Audit report and findings
Certification (or not)
Audit
Prepare HR Team
Brief Line Management
Self-Assessment Tool
Address gaps
Build competencies
Pre-audit
What the Auditors are looking for?
Positive trend in results?
Sustainable?
Targets met?
External benchmarks?
Approach vs results?
Quality of results
Across whole organisation?
Up and down the organisation?
Extent of application
Sound?
Systematic?
Integrated?
Reviewed & updated?
Quality approach
HR Audit - Certification
1st Company Audited
“The audit process was very insightful and enlightening. It reminded us that we need to make sure that we track every process we execute from end to end. This allows us to be
able to constantly check and ensure that our processes stay relevant to the business and people practice standards.”
Kholeka Ngubeni-Henderson, HR Executive
Steps
1. Orientate your HR team and management
2. Train HR team on HR standards
3. Compare current practice vs standards
4. Identify alignment and gaps
5. Fill gaps
6. Arrange for an HR audit
7. Continuous improvement
The need for consistency and quality
Conclusion
The National HR Standards have changed the face of people management in South Africa. The HR Standards usher in a new period of institutionalising people management as a best practice for sound HR professionalism
and business impact in organisations. Thank you DCCI for the invitation to your HR Forum.
We set HR standards!
[email protected] or [email protected](Professional Registration)[email protected] (CEO office)[email protected] (CEO & Strategy inputs)[email protected] (COO)[email protected] (HR Audits)[email protected] (Research)[email protected] (Learning & Quality)[email protected] (Events & HR Standards files)Website: www.sabpp.co.za Blog: hrtoday.meOffice: 8 Sherborne Str, Parktown, South AfricaTel: +27 11 045-5400 Fax: 011 482-4830