Marius Meyer, CEO: SABPP

17 November 2014

@SABPP1

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 on Monday

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

Maslow’s needs in 2014

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

Innovation

CPD

Excel-lence

Qualityassurance

Learning growth & develop-

ment

Knowledge

Self-governance Duty to society

Ethics

Professional registration levels

• M/D degree + 6 years top level experience

• LoW = executive levelMHRP

(Master)

CHRP

(Chartered)

• Degree/ND + 3 years experience

• LoW = middle managementHRP (Professional)

HRA (Associate)

• Certificate + 1 year experience

• LoW = entryHRT (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

professional@sabpp.co.za

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 certificate of professional body recognition from the Minister of Higher Education

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

MP

ET

EN

CIE

S

HR & BUSINESS KNOWLEDGE

DUTY TO SOCIETY

ET

HIC

S

PR

OF

ES

SIO

NA

LIS

M

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

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-mentRela-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

HR Standards Files

13 standards (2013) 19 standards (2014)

HR Standards Supporters

Maccauvlei was there!

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 & Recognition

8. Employee Wellness

9. Employment Relations Management

10. Organisation 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

• Remuneration & Reward

• HR Assurance & Wellness

• Employee Relations Management

• Organisation Culture Development

• HR Administration, Reporting

• 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 Publications

5 textbooks, 37 magazine articles, 8 newspaper articles

International interest

STRATEGIC HR

MANAGEMENT STANDARDDEFINITION

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

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 managementSkills

develop-ment

legislation

Current compet-encies

L&D is key

New Change Management

Standard• Part of HR Professional Practice Standards

Development Process (2014-2015)

• To be developed on 19 Nov (Cape Town)

and 27 Nov (Durban), and added to

Johannesburg inputs collected on 4 Nov.

• If you want to participate or comment,

please let our research department know on

hrri@sabpp.co.za

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

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.

marius@sabpp.co.za

@SABPP1 or @MariusSABPP

We set HR standards!

professional@sabpp.co.za (Professional Registration)

executiveoffice@sabpp.co.za (CEO office)

xolani@sabpp.co.za (Operations)

hraudit@sabpp.co.za (HR Audits)

penny@sabpp.co.za (Research)

naren@sabpp.co.za (Learning & Quality)

marius@sabpp.co.za (Strategy inputs)

voice@sabpp.co.za (Social media)

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

Cel: 082 859 3593 (Marius Meyer)