24 October 2014

Marius Meyer

@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

SABPP Professional ValuesRESPONSIBILIT

Y

I

RESPECT

INTEGRITY

COMPETENCE

Importance of ethics for HR

Maslow’s needs in 2014

New SABPP Model: HR Voice for

Professionals

Human resource development

Research -info

Value & visibility

Open for alliances

Innovation

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 = 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

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

The role of HR …

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.

Myths about standards

• Impose an onerous compliance regime

• Duplicate best practices

• Our company is so unique syndrome

• Standards stifle innovation

• Take flexibility away

• Ignore industry differences

• Too practical, not based on theory/research

• Standards are cast in stone

The reality is …

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

• UK – Human Capital Standard (BSI/CIPD)

• ISO HR project started

• South African National HR Standards

• HR Standards in Namibia

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

❶ Strategic

HRM

❷ Talent

Managemen

t

❸ HR Risk

Manageme

nt

HR ARCHITECTURE

HR VALUE &

DELIVERY PLATFORM

❹Work-

force

plannin

g

❺

Learnin

g

❻Perfor-

mance

❼

Rewar

d

❽Well-

ness

❾ERM

❿OD

⓫ HR Service

Delivery

⓬HR Technology

(HRIS)

Prepar

e

Imple-

ment

ReviewImprov

e⓭ HR MEASUREMENT

HR Audit: Standards & Metrics

H R

C O

M P

E T

E N

C I E

S© SABPP HRM SYSTEM STANDARDS

MODEL

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

HR Standards Files

13 standards (2013) 19 standards (2014)

HR Standards Supporters

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 interest

BUSINESS STRATEGY – HR BUSINESS ALIGNMENT

❶ Strategic

HRM

❷ Talent

Managemen

t

❸ HR Risk

Manageme

nt

HR ARCHITECTURE

HR VALUE &

DELIVERY PLATFORM

❹Work-

force

plannin

g

❺

Learnin

g

❻Perfor-

mance

❼

Rewar

d

❽Well-

ness

❾ERM

❿OD

⓫ HR Service

Delivery

⓬HR Technology

(HRIS)

Prepar

e

Imple-

ment

ReviewImprov

e⓭ HR MEASUREMENT

HR Audit: Standards & Metrics

H R

C O

M P

E T

E N

C I E

SSABPP HRM SYSTEM STANDARDS

MODEL

STANDARD ELEMENT #1

STRATEGIC HR MANAGEMENT

❶

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)

STRATEGIC HR

MANAGEMENT STANDARDOBJECTIVES

1.2.1 To ensure the HR strategy is derived from and aligned to the organisation’s

objectives in consultation with key organisational stakeholders.

1.2.2 To analyse the internal and external socio-economic, political and

technological environment and provide proactive people-related business

solutions.

1.2.3 To provide strategic direction and measurements for strategic innovation and

sustainable people practices.

1.2.4 To provide a foundation for the employment value proposition of the

organisation.

1.2.5 To establish a framework for the HR element of the organisation’s

governance, risk and compliance policies, practices and procedures which

balance the needs of all stakeholders.

1.2.6 To determine an appropriate HR structure, allocate tasks and monitor the

development of HR competence to deliver HR strategic objectives.

SABPP (2013)

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

STANDARD ELEMENT 2

TALENT MANAGEMENT

❷

TALENT MANAGEMENT

STANDARDDEFINITION

Talent Management is the proactive design

and implementation of an integrated talent-

driven organisational strategy directed to

attracting, deploying, developing, retaining

and optimising the appropriate talent

requirements as identified in the workforce

plan to ensure a sustainable organisation.SABPP (2013)

TALENT MANAGEMENT

OBJECTIVES

2.2.1 To build a talent culture which defines the organisation’s philosophy, principles and integrated

approach to talent, which leverages diversity and is communicated in a clear employment value

proposition.

2.2.2 To identify strategically critical positions and leadership roles and capabilities in the organisation into

the future from the Workforce Plan that will determine the sustainability and growth of the organisation.

2.2.3 To set up processes and systems which will:

• Attract a sustainable pool of talent for current objectives and future organisation needs.

• Achieve employment equity progress in the spirit of the legislation to achieve transformation.

• Manage the retention and reward of talent.

• Develop the required leadership skills.

• Plan for succession to key roles

• Identify high potential employees and link them with key future roles in the organisation through

monitored development plans.

• Identify through assessment the optimal development opportunities for talent.

2.2.4 To agree appropriate roles for relevant stakeholders in the development and management of talent.

2.2.5 To monitor and report on talent management key results areas and indicators.

SABPP (2013)

Talent management

STANDARD ELEMENT 3

HR RISK MANAGEMENT

❸

HR RISK MANAGEMENT

STANDARD

DEFINITION

HR Risk Management is a systematic

approach of identifying and addressing people

risks (uncertainties and opportunities) that can

either have a positive or negative effect on the

realisation of the objectives of an

organisation.

SABPP (2013)

HR Risk?

HR Risk Management

OBJECTIVES

3.2.1 To increase the probability and impact of positive events and decrease the

probability and impact of negative events caused by people factors on the

achievement of organisational objectives.

3.2.2 To align HR and people management practices within the governance, risk

and compliance framework and integrated reporting model of the organisation.

3.2.3 To ensure appropriate risk assessment practices and procedures relating to

people factors are embedded within the organisation.

3.2.4 To ensure appropriate risk controls are designed and applied to HR activities

and interventions.

3.2.5 To contribute in creating and sustaining a risk culture in an organisation

which also encourages innovation and creativity.

SABPP (2013)

HR Risk Management: It is all about

people factors

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

STANDARD ELEMENT 4

WORKFORCE PLANNING

❹

WORKFORCE PLANNING

DEFINITIONWorkforce Planning is the systematic identification

and analysis of organisational workforce needs

culminating in a workforce plan to ensure

sustainable organisational capability in pursuit of the

achievement of its strategic and operational

objectives. The workforce plan will set out the

actions necessary to have the right people in the

right place at the right time.

WORKFORCE PLANNINGOBJECTIVES

• To design a workforce plan which meets the needs of the organisation in

consultation with line management, and adjust strategy accordingly, taking into

account workforce and labour market trends in relation to the relevant industry

sector, within the spirit of the employment equity legislation

• To align the workforce planning cycle with the strategic planning and budgeting

cycle of the organisation, as well as talent management where relevant

• To ensure appropriate budgeting and cost modelling to prepare the budget for

the workforce plan

• To ensure an adequate supply and pipeline of appropriately qualified staff

through sourcing staff and building the future supply of the right skills to meet

the needs of the organisation

SABPP (2013)

WORFORCE PLANNING PROCESS

Future workforce

forecasts -

costed scenarios

GAP ANALYSIS

PLANS TO

CLOSE GAPS

Present

workforce

MONITOR &

EVALUATE

Busines

s

strategy

& plans

Internal

&

external

trends

COMPARE

Workforce

scheduling

Recruitment,

assessment and

selection

STANDARD ELEMENT 5

LEARNING AND DEVELOPMENT

❺

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)

LEARNING & DEVELOPMENT

OBJECTIVES

• To create an occupationally competent and engaged workforce which builds organisational

capability, providing employees with opportunities to develop new knowledge and skills

• To focus learning and development plans on improving people’s ability to perform to

achieve organisational objectives and provide the means for measuring the impact of

learning and development interventions.

• To support and accelerate skills development and achievement of employment equity and

organisational transformation and limit the impact of skills shortages.

• To create a learning culture and environment that enables optimal individual, team and

organisation learning and growth in both competencies and behaviour.

• To capture and replicate and enhance critical knowledge within the organisation.

• To ensure learning and development is a catalyst for continuous improvement, change and

innovation.

SABPP (2013)

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

STANDARD ELEMENT 6

PERFORMANCE MANAGEMENT

❻

PERFORMANCE MANAGEMENT

DEFINITION

Performance management is a planned

process of directing, developing,

supporting, aligning and improving

individual and team performance in

enabling the sustained achievement of

organisational objectives.

SABPP (2013)

PERFORMANCE MANAGEMENT

OBJECTIVES6.2.1 To translate and cascade broad organisational performance drivers into

team and individual performance targets.

6.2.2 To establish an appropriate performance management system, process,

methodology relevant to the needs, size, scope and complexity of the

organisation which will support the development of a performance culture.

6.2.3 To link performance management to other HR processes to align

appropriate performance consequences (reward, recognition and

development opportunities) that attract, retain and motivate employees and

to address poor performance.

6.2.4 To ensure fair, ethical and organisation cultural practices focusing on the

achievement of performance targets (that is, a high performance culture) in

a sustainable way.

6.2.5 To measure progress against agreed individual and team objectives that

enable attainment of organisational objectives.

SABPP (2013)

Managing staff performance

PERFORMANCE MANAGEMENT

SYSTEM

PM capability of

line, employees

and HR

MONITOR & EVALUATE

Business

strategy &

plans

Performance

expectations

PM policy and

procedure

Performance

measurement

& feedback

Consistency

Leadership

Performance

development

ENABLERS

STANDARD ELEMENT 7

REWARD AND RECOGNITION

❼

REWARD & RECOGNITION

DEFINITION

Reward is a strategy and system that enables organisations

to offer fair and appropriate levels of pay and benefits in

recognition for their contribution to the achievement of agreed

deliverables in line with organisational objectives and values.

Recognition is a related strategy and system that seeks to

reward employees for other achievements through

mechanisms outside the pay and benefits structure.

SABPP (2013)

REWARD & RECOGNITION

OBJECTIVES

7.2.1 To design and implement an appropriate reward strategy aligned with

organisation culture, objectives and employment value proposition, and achieving

a fair balance between the needs of the employer and employee.

7.2.2 To deliver a fair and equitable reward system and process that is ethical,

cost effective and sustainable.

7.2.3 To ensure your reward strategy is in line with current national and

international industry and sector norms.

7.2.4 To ensure compliance with organisational governance principles and

practices aligned to national and relevant international governance codes of

practice and relevant legislation.

7.2.5 To design and implement an appropriate recognition strategy which meets

employees’ need for recognition of particular efforts or achievements which are

valuable to the organisation and are not catered for in the reward strategy.

SABPP (2013)

Employee perspective on reward

REWARD AND RECOGNITION

SYSTEM

Communication

and training

BENCHMARK,

MONITOR &

EVALUATE

Business

objectives

and culture

Other HR

processes eg

performance

management

RRM policies and

procedures

REWARD AND

RECOGNITION

STRATEGYIndividuals’

needs and

wants

Legal and

governance

requirements

Market

trends –

sector,

national,

international

Talent

Management

strategyEmployee

consultation/

negotiation

REWARD AND

RECOGNITION

STRATEGY

STANDARD ELEMENT 8

EMPLOYEE WELLNESS

❽

EMPLOYEE WELLNESS

DEFINITION

Employee wellness is a strategy to ensure that a

safe and healthy work and social environment is

created and maintained, together with individual

wellness commitment that enables employees to

perform optimally while meeting all health and safety

legislative requirements and other relevant wellness

good practices in support of the achievement of

organisational objectives.

SABPP (2013)

EMPLOYEE WELLNESS

OBJECTIVES

8.2.1 To promote opportunities and guidance that enable employees to engage in effective

management of their own physical, mental, spiritual, financial and social well-being.

8.2.2 To enable the employer to manage all aspects of employee wellness that can have a

negative impact on employees’ ability to deliver on organisational objectives and to

demonstrate the impact of wellness activities on the achievement of organisational

objectives.

8.2.3 To promote a safe and healthy working environment in pursuit of optimum productivity

and preservation of human life and health.

8.2.4 To reduce employee risk emanating from health and wellness issues.

8.2.5 To contain health and wellness costs.

8.2.6 To enhance the employment value proposition by means of promoting a culture of

individual health and overall organisational wellness.

SABPP (2013)

Importance of employee

wellness

EMPLOYEE WELLNESS SYSTEM

Communi-

cation and

training

MONITOR &

EVALUATE

Employee

awareness

Other HR

processes eg

performance

management

Wellness

policies and

procedures

WELLNESS

STRATEGY

Legal and

governance

requirements

Wellness

risk

assessments

Employee

self-

responsibility

Employee

consultation

Employee

health

services

EMPLOYEES ORGANISATION

Wellness

analytics

Cost

manage-

ment

STANDARD ELEMENT 9

EMPLOYMENT RELATIONS MANAGEMENT

❾

EMPLOYMENT RELATIONS

MANAGEMENTDEFINITION

Employment relations is the management of

individual and collective relationships in an

organisation through the implementation of

good practices that enable the achievement of

organisational objectives compliant with the

legislative framework and appropriate to

socio-economic conditions.

SABPP (2013)

EMPLOYMENT RELATIONS

MANAGEMENT

OBJECTIVES

9.2.1 To create a climate of trust, cooperation and stability within an

organisation.

9.2.2 To achieve a harmonious and productive working environment

which enables the organisation to compete effectively in its market place.

9.2.3 To provide a framework for conflict resolution.

9.2.4 To provide a framework for collective bargaining where relevant.

9.2.5 To ensure capacity building and compliance to relevant labour

legislation, codes of good practice (ILO and Department of Labour) and

international standards.

SABPP (2013)

Employment relations

EMPLOYMENT RELATIONS MANAGEMENT

SYSTEM

Communi-

cation and

training

MONITOR & EVALUATE

Other HR

processes eg

performance

management

ERM policies

and procedures

ERM

STRATEGY

Legal

requirements,

agreements

ER

philosophyWorkforce

characteristics

ERM

STRATEGY

ER

resources &

structures

Leadership behaviour – build

trust and respect

Socio/economic/political

trends

STANDARD ELEMENT 10

ORGANISATION DEVELOPMENT

❿

ORGANISATION DEVELOPMENT

DEFINITION

Organisation development (OD) is a planned

systemic change process to continually

improve an organisation’s effectiveness and

efficiency by utilising diagnostic data, and

designing and implementing appropriate

solutions and interventions to measurably

enable the organisation to optimise its

purpose and strategy.SABPP (2013)

ORGANISATION DEVELOPMENT

OBJECTIVES

10.2.1 To establish links with organisational purpose across all levels and

functions of an organisation.

10.2.2 To ensure organisation design facilitates the purpose of the organisation.

10.2.3 To improve the ability of individuals, teams, departments and functions to

work co-operatively to meet organisation objectives and optimise engagement at

work.

10.2.4 To facilitate stakeholder engagement in all OD processes to ensure

optimum buy-in.

10.2.5 To build the relevant OD capability to meet organisational needs.

10.2.6 To ensure compliance with relevant continuous improvement principles

and practices.

SABPP (2013)

ORGANISATION DEVELOPMENT PROCESS

MONITOR &

EVALUATE

Other HR

processes eg

L&D

Organisational

purpose

Employees’

capability to

work

together

Organisational

design

Diagnose

Consultation with appropriate

stakeholders

ELEMENTS

TO BE

LINKED &

OPTIMISED

Define intended

outcomes, design

intervention

Prioritise

and

integratePR

OC

ES

S

OU

TP

UT

S

Employee

communication

ENABLERS

STANDARD ELEMENT 11

HR SERVICE DELIVERY

⓫

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)

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)

HR/Line relationship?

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

STANDARD ELEMENT 12

HR TECHNOLOGY

⓬

HR TECHNOLOGYDEFINITION

HR Technology is the effective utilisation of

technological applications and platforms that make

information both accessible and accurate, providing

HR and line management with the knowledge and

intelligence required for more effective decision-

making, to align all employees towards the

implementation of the organisation’s strategy.SABPP (2013)

HR TECHNOLOGY

OBJECTIVES 1. To leverage modern technology to allow easy access to relevant data (real-time, self-

service) in compliance with relevant data security and other information technology

compliance requirements, laws, codes and standards (privacy); and to support efficiency

and effectiveness in HR functions, for example Learning and Development (for example,

e-learning); and to create more capacity within existing HR structures to deliver value-

adding activities.

2. To consolidate and rapidly extract HR information in real time to deliver effective

presentation of HR information to the board or governing body, line management and

executive committee meetings to support planning, decision-making and management of

the workforce with full knowledge of potential people risks.

3. To streamline the HR Management System and its associated processes for effective

and efficient use.

4. To ensure that appropriate information security principles, policies and practices are

developed and implemented.

5. To enable the effective implementation of change and improvements to the technology

solutions to ensure they remain continually aligned with the organisation’s objectives.

SABPP (2013)

HR facing technology?

HR TECHNOLOGY MANAGEMENT SYSTEM

MONITOR

&

EVALUAT

E

IT governance

& security

rules

Available

technology

(cost, ROI)

HR management

system &

processes

HRIS & other

HR/HRD

requirements

Plan and implement

approved developmentsEnvironmental

scanning for

new

developments

Training and support

Legislative

reqirements

STANDARD ELEMENT 13

HR MEASUREMENT

⓭

HR MEASUREMENT

DEFINITION

HR measurement is a continuous process of

gathering, analysing, interpreting, evaluating and

presenting quantitative and qualitative data to

measure, align and benchmark the impact of HR

practices on organisational objectives, including

facilitating internal and external auditing of HR

policies, processes, practices and outcomes.SABPP (2013)

HR MEASUREMENT

OBJECTIVES

13.2.1 Determine measurement approaches, methodologies and metrics to

assess the effectiveness and efficiency of HR practices.

13.2.2 Identify relevant measurement areas for the purpose of integrated

reporting.

13.2.3 Implement appropriate tools and methods to measure timely the efficiency,

effectiveness and consistency of HR practices across the organisation.

13.2.4 Provide a clear framework for measuring HR impact on the bottom-line of

the organisation.

13.2.5 Develop performance indicators for HR service delivery and business

impact and present to the organisation in an appropriate HR Scorecard.

SABPP (2013)

HR manager’s response to

metrics?

HR MEASUREMENT SYSTEM

MONITOR

&

EVALUAT

E

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

Marius Meyer

@SABPP1

Certification

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

The need for consistency and quality

Conclusion

HR standards are needed to improve the

consistency and quality of HR management.

We thank all HR professionals for your

interest and support.

Best wishes with the application of the HR

Standards at Seifsa Companies.

We set HR standards!

professional@sabpp.co.za (Professional Registration)

xolani@sabpp.co.za (Operations)

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

Office: 8 Sherborne Str, Parktown

Tel: 011 045-5400 Fax: 011 482-4830

Cel: 082 859 3593 (Marius Meyer)