sabpp hr standards cape town 19 november 2014

Marius Meyer, CEO: SABPP

19 November 2014

@SABPP1

Great to be with you!

Where can you get the slides?

OPTION 1: FAST WAY

•  www.slideshare.net/SABPP •  Twitter: @SABPP1 •  Blog: hrtoday.me

OPTION 2: SLOW WAY

•  Via email tomorrow

FOLLOW US ON : @sabpp1 SABPP @siphiwemoyo Chairman

@mariussabpp CEO @xolani_mawande COO

@jacoduplessisza Social

#hrstandards #sabpp

Maslow’s needs in 2014

Thank you for your support

I want to thank the 3000+ HR professionals for engaging with us on this exciting project

over the last year. Thank you to the hundreds of HR

professionals who joined our HR professional community in accordance with the NQF Act,

Act nr 67 of 2008. Those who still need to join, please do so by sending an email to

[email protected]

Today I am sure of only 4 things:

1.  Change

2.  Parliament is not boring anymore

3.  We will sit in the traffic if we leave too late today

4.  We manage HR poorly

SABPP Professional Values

RESPONSIBILITY

I

RESPECT

INTEGRITY

COMPETENCE

Importance of ethics for HR

New SABPP Model: HR Voice for Professionals

Human resource development

Research -‐ info

Value & visibility

Open for alliances

InnovaLon

CPD

Excel-‐lence

Quality assurance

Learning growth & develop-‐ment

Knowledge

Self-‐governance Duty to society

Ethics

Professional registration levels

• M/D degree + 6 years top level experience • LoW = execuLve level

MHRP (Master)

CHRP (Chartered)

• Degree/ND + 3 years experience • LoW = middle management HRP (Professional)

HRA (Associate)

• CerLficate + 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

NEXT STEP – BECOME A REGISTERED HR PROFESSIONAL

Apply to [email protected] so that we can register you

as an HR professional in accordance with NQF Act

(Act no 67 of 2008).

Marius Meyer, SABPP CEO receiving the SAQA cerBficate of professional body recogniBon from the Minister of Higher EducaBon

and Training, Dr Blade Nzimande.

SABPP BLOG

For regular updates join our special HR Standards Blog:

www.hrtoday.me

The role of HR …

HR COMPETENCY HOUSE

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

MPETEN

CIES

HR & BUSINESS KNOWLEDGE

DUTY TO SOCIETY

ETHIC

S

PRO

FESSION

ALISM

4 PILLARS

Operational Management Consistency in the Management of People

One of the toughest things to be is consistent

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?

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?

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.

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%.

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.

Types of standards

•  Unit standards / Curriculum standards •  Service delivery standards •  Competence standards •  Metrics/benchmarking standards •  Professional practice standards •  Business/industry/process/system

standards - ISO

Global approaches to standards

•  Production and safety lead – ISO standards •  Professional standards – accounting •  Top global companies – their own standards •  Canada – HR Standards & Metrics •  USA - SHRM •  UK – Human Capital Standard (BSI/CIPD) •  ISO HR project started •  South African National HR Standards •  HR Standards in Namibia, Zambia etc.

The reality is …

It all started on 21 May 2013 with 13 Standard facilitators

468 HR Leaders developing HR Standards for South Africa

HR Standards Facilitators

Kate Dikgale-‐Freeman Michael Robbins Linda Chipunza

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-‐ Bon

Em-‐ployee wellness

Employ-‐ment Rela-‐Bons

Organi-‐saBon Deve-‐

lopment

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 MANAGEMENT SYSTEM STANDARD MODEL

HR Standards Files

13 standards (2013) 19 standards (2014)

HR Standards Supporters

Market comments

“This is the best human resource project undertaken so far. It will set the national

labour standards for companies.” Thomas Ncongwane of Msukaligwa

Municipality, Mpumalanga

“This is the biggest HR milestone in my 33 years of experience in HR.”

Bruno Bruniquel, HR Consultant

Market comment

“The new HR Standards marks a step in the right direction for the HR industry and will go a long way in putting HR on the strategic map and ensuring consistency and quality control.” Natalie Hardie, HR Advisor: Anglo American

1.  Strategic HRM 2.  Talent Management 3.  HR Risk Management 4.  Workforce Planning 5.  Learning & Development 6.  Performance Management 7.  Reward & RecogniLon 8.  Employee Wellness 9.  Employment RelaLons

Management 10.  OrganisaLon Development 11.  HR Service Delivery 12.  HR Technology 13.  HR Measurement

•  Strategy & Strategic HR Planning •  Talent Management •  HR Assurance •  Sourcing and placing •  Capacity Building •  Performance Management •  RemuneraLon & Reward •  HR Assurance & Wellness •  Employee RelaLons Management

•  OrganisaLon Culture Development •  HR AdministraLon, ReporLng •  HRIMS •  People Management Benchmarking

HR Standards Presentations

Business chamber support

HR Standards Case Studies

Professional forum support

International HR bodies

Tim Ekandjo, President: IPM Namibia & Marius Meyer, CEO: SABPP in Windhoek

Support from consulting firms

20+ Universities

International universities

HR Standards PublicaLons

5 textbooks, 37 magazine arLcles, 8 newspaper arLcles

International interest

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

OrganisaBon’s strategic intent

HR strategic agenda

HR business plan

People strategy

Allocate roles & responsibiliBes (line/HR/support

funcBons)

MONITOR & EVALUATE

Strategic HR: It is all about alignment

LEARNING & DEVELOPMENT

DEFINITION

Learning and development is the practice of providing occupationally directed and other learning activities that enable and enhance the knowledge,

practical skills and work place experience and behaviour of individuals and teams based on current

and future occupational requirements for optimal organisational performance and sustainability.

SABPP (2013) ❺

LEARNING AND DEVELOPMENT PROCESS

Integrated L&D approach & programmes

Structure & capability of L&D

resources

MONITOR & EVALUATE

Business strategy &

plans

External trends

Knowledge management Skills

develop-‐ment

legislaBon

Current compet-‐encies

L&D is key

National HR Governance Strategy Alignment

HR Professional Standards: •  HRMS (13) •  HRMSAS (13) •  HRPPS (30+)

HR Products/Services: •  CPD •  Mentoring •  Professional registraLon •  Research •  HR Academy – QCTO •  Curriculum standards

HR Metrics: •  NaLonal HR Scorecard •  HR Service Standards

HR AudiLng: •  Internal Audit •  External Audit

King IV: HR Governance

ISO: HR

Integrated ReporLng

HR Competencies

HR Audit - Certification

The need for consistency and quality

Conclusion

The new 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

management in organisations. As HR/HRD practitioners you are the specialists who can

make this change successful. [email protected]

@SABPP1 or @MariusSABPP

We set HR standards!

[email protected] (Professional Registration) [email protected] (CEO office) [email protected] (Operations) [email protected] (HR Audits) [email protected] (Research) [email protected] (Learning & Quality) [email protected] (Strategy inputs) [email protected] (Social media) [email protected] (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 Cel: 082 859 3593 (Marius Meyer)