sabpp - mtn - 2013
TRANSCRIPT
BUILDING THE HR PROFESSION AND PEOPLE
MANAGEMENT:
New HR Competency Model, Standards & Metrics
for South Africa
Kenneth Nxumalo, Marius Meyer, Penny Abbott, Naren Vassan,
Sithembele Stofile
26 March 2013
@SABPP1
• 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 - ETQASABPP – Registration
CommitteeHRD
Committee
Business Leader’s
Expectations
OR
Critical Customer Requirements
(CCR’s)
Key HR Business Partner Outputs
Competencies
Care
er P
ath
s
Le
arn
ing
So
lutio
ns
SABPP Strategic Vision
“To Professionalise the HR Profession”
SABPP - ETQASABPP – Registration
CommitteeHRD
Committee
Business Leader’s
Expectations
OR
Critical Customer Requirements
(CCR’s)
Key HR Business Partner Outputs
Competencies
Care
er P
ath
s
Le
arn
ing
So
lutio
ns
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
Top SA HR priorities
High
FUTURE
IMPOR-
TANCE
Low
High CURRENT CAPABILITY Low
4
BCG/WFPMA (2008)
Talent Manage- ment
Leader- ship dev
Strate- gic
partner
Work- life
balance
Re-
cruit-
ment
Change
Com-
mit-
ment Per-
for-
mance
HR
process
Re-
struc-
turing
Global
Lear-
ning
org Diver-
sity
Demo-
graphics
CSR
Shared
services
1. SABPP is a professional body for HR practitioners in South Africa
2. Quality assurance body for HR learning provision.
3. SABPP also accredits the HR academic programmes of universities.
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
Alliances ALLIANCES TO STRENGTHEN HR
SABPP VALUE PROPOSITION:
Products/Services to advance HR profession RECOGNITION =
PROFESSIONAL STATUS RESOURCES =
PRODUCTS/SERVICES RESEARCH =
INFORMATION
• Professional registration • NLRD Upload (SAQA) • RPL • Awards • Advocacy • HR Assessors/Moderators
registration • Accreditation of providers • University accreditation
• HR Competency Model • 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
Professional registration levels
• M/D degree + 6 years top level experience
• LoW = executive level
MHRP
(Master)
CHRP
(Chartered)
• Degree/ND + 3 years experience
• LoW = middle management HRP (Professional)
HRA (Associate)
• Certificate + 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
Marius Meyer, SABPP CEO receiving the SAQA certificate of professional body recognition from the Minister of Higher Education
and Training, Dr Blade Nzimande.
Committees
Professio-nal
Regis-tration
CPD
Risk & Audit IT Gover-
nance
Labour market
Mentoring
ETQA LGDI Ethics Disciplinary
HRRI Higher Education
DRIVERS: NEW SABPP VALUE CHAIN
LEADERS
HRD
Research
Value
Openness
Innovation
CPD
Excellence
HEAD: STAKEHOLDER
RELATIONS Connect with HR professionals &
partners
HEAD: PROFESSIONAL
SERVICES Set standards &
deliver HR professional
services
HEAD: LEARNING & QUALITY
ASSURANCE Build capacity and accredit learning
HEAD: RESEARCH &
DEVELOPMENT Innovate profession through knowledge
CEO Lead, govern,
strategise, align,
integrate
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 factors
IBM CEO Study 2012
We are changing with technology
SCARCE AND CRITICAL SKILLS
Pos. Type of scarce and critical skills area Magnitude of scarcity
1 Industrial & Mechanical Engineers and Technologists 12 665
2 Medical Technicians 10 000
3 Training & development professionals 9 260
4 Metal fitters & machinists 8 340
5 Specialist managers 6 955
6 Agriculture & forestry scientists 6 175
7 Chemistry, food & beverage technicians 6 145
8 Electrical Engineering, draft persons & technicians 5 145
9 Social workers 5 000
9 Medical and laboratory scientists & technologists 5 000
10 Motor mechanics 4 205
11 Structural steel & welding trade workers 4 045
11 Advertising, marketing & sales managers 4 045
12 Civil engineering, draft persons & technicians 3 960
13 HR Professionals 3 855
14 Advertising, marketing & sales professionals 3 095
15 Production & operations managers 3 130 (DHET, 2011)
HR Trends
• HR as Strategic Partner and Talent Management
• HR Governance
• HR Risk Management
• New role to impact ethics in organisations
• HR contribution to CSR and socio-economic
situation - sustainability
• HR Technology and Social Media
• HR standards and metrics – integrated reporting
• HR Competency models - professionalism
• First SABPP HR Competency Model (1990)
• Project driven by 2 top HR Talent specialists:
Lydia Cillie-Schmidt & Terry Meyer
• Good inputs from market – Steel company,
Nedbank, Sasol, DPSA, Ethekweni Municipality,
Qbit, Catalyst Consulting
• Continuous engagement and consultation
• Analysis of global and local HRCMs & research
• Integration of key elements into an SA HR
profession map and competency model
BACKGROUND & METHODOLOGY
Design principles
• Based on overarching HR profession map
• Learn from the previous models, integrate best elements – leading competencies world-wide
• But not copying from global models
• Relevant to South Africa – unique/local
• Alignment of personal and business competencies and HR competencies
• Focus on present and future
ULRICH MODELS 1 - 4
ULRICH 5.0
CORPORATE LEADERSHIP
COUNCIL
CORPORATE LEADERSHIP
COUNCIL
RBL HR COMPETENCY STUDY
CIPD
Competency levels of the top 10
HR priorities
Priority Area Priority
Weight
Competency
Weight
Priority
Rank
Competency
Rank
Creating a high-performance culture /
Performance management 3.91 3.42 1 6
Leadership and management
development 3.79 3.36 2 8
Skills development 3.77 3.58 3 3
Focus on corporate values, ethics 3.71 3.45 4 4
Industrial / Employee relations 3.69 3.70 5 2
Customer service / relations 3.68 3.43 6 5
Employee engagement 3.68 3.35 7 9
Change management 3.68 3.22 8 16
Crafting and implementing HR strategy 3.64 3.40 9 7
HR policies and procedures 3.62 3.71 10 1
HR Survey (2011)
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
5 C
OR
E
CO
MP
ET
EN
CIE
S
HR & BUSINESS KNOWLEDGE
DUTY TO SOCIETY
ET
HIC
S
PR
OF
ES
SIO
NA
LIS
M
4
PILLARS
Comfort zone challenged
Use of workforce
analytics remains limited
IBM: Working beyond Borders
0% 10% 20% 30% 40% 50% 60%
Developing future leaders
Developing strategy linked to business strategy
Allocating the workforce across the organisation
Developing workforce skills and capabilities
Sourcing, recruiting and onboarding individuals fromoutside the organisation
Retaining valued talent within the organisation
Evaluating workforce performance
Enhancing workforce productivity
Measuring collaboration and knowledge sharing acrossthe organisation
29%
28%
35%
30%
40%
38%
40%
39%
14%
26%
25%
23%
22%
20%
19%
15%
14%
5%
Can identifyhistoricaltrends andpatterns
Can developscenarios andpredict futureoutcomes
L&D Benchmarks (ASTD/SABPP)
BENCHMARK USA RSA CHANGE
Average % payroll 2,24% 3,94% + 0,83
Hours /employee 36 40 - 12
Spend/employee $1068 R 6898 +R 1700
Employees/trainer 253 157 +19
% companies e-learning
31% 43% + 10%
% outsourced 22% 62% +10%
Order full report: [email protected]
What is a management system?
One definition of management is 'the guidance and control of
action', and a system is defined as a 'set of components
interconnected for a purpose'.
A management system is: 'A set of components, interconnected
for the guidance and control of action'.
This suggests that the 'interconnection' has been planned for a
reason, and that the purpose would not be achieved without the
'interconnection'. In other words, the separate components
would not independently achieve the same results.
Integrated management system
Operational Management Consistency in the
Management of People
One of the toughest things to be is consistent
Revenue per full-time employee
1%
24%
16%
12%
2%
23%
4%
3%
15%
0% 5% 10% 15% 20% 25% 30%
R0
> R100 000
R100 000 to R1 million
R1 million to R 10 million
R10 million+
Don’t measure/Don’t know
It’s confidential
?
Not applicable
Cost of labour as a % of revenue
9%
7%
12%
7%
9%
14%
11%
25%
4%
2%
0% 5% 10% 15% 20% 25% 30%
> 10%
11 - 20%
21 - 30%
31 - 40%
41 - 50%
51 - 60%
61 - 70%
Don’t know/Not applicable
Not done
Too confidential
LTO rate
35%
21%
44%
0% 10% 20% 30% 40% 50%
Don't know
Don't measure
Indicate LTO rate:
Absenteeism rate
34%
31%
35%
29% 30% 31% 32% 33% 34% 35% 36%
Don't know
Don't measure
Indicate absenteeism rate
HR manager’s response to
metrics?
1. Spending on human capital a. Total amount spent on employees (salaries, benefits, taxes) b. Total amount spent in support of employees c. Total amount spent in lieu of employees (contractors, etcetera) d. Total amount invested in training and development e. Total headcount and total FTE (full-time equivalents) at the end of the period 2. Ability to retain talent a. Voluntary and total turnover b. Broken down by subset of EEO-1 job types c. Industry standard formula of (# of terminations during the period) / (average active headcount during the period) 3. Leadership depth a. Percentage of defined positions that have an identified successor b. Percentage of open defined positions filled internally during the period
The basic metrics they propose as
essential for investors to know are:
SHRM (April 2012)
4. Leadership quality a. Index of relevant questions from employee survey b. Information on the response rate and methodology/tool 5. Employee engagement a. Index of relevant questions from employee survey 287 b. Information on the response rate and methodology/tool 6. Human capital discussion & analysis (HD&A) a. Narrative to provide context and discussion of the reported metrics b. Disclosure of any material risks or any other material information related to human capital Note: Organisations may wish to include breakdowns of these metrics by unit or region; it simply depends on what makes sense to the organisation and its investors.
The basic metrics they propose as
essential for investors to know are:
SHRM (April 2012)
Risk + readiness
SocialHR Social Media Strategy media strategy
e❸
engage for
empowerment towards
excellence
Connecting HR professionals in professional social media
networks
FOLLOW US for daily HR news, articles, reports
@sabpp1
HR facing social media
Getting the balance right…
Professional knowledge and
standards (competence)
Professional ethics (conscience)
Doing good work
(excellence)
Ethical behaviour
and conduct (ethics)
Accountability Responsibility Fairness Transparency
SABPP HR System Standards Model
BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
Strategic HRM
Talent Management
HR Risk Management
FUNCTIONAL & CROSS FUNCTIONAL HR VALUE CHAIN
HR VALUE & DELIVERY PLATFORM
Work- force
planning Learning
Perfor- mance
Reward Well- ness
ERM OD
HR Service Delivery
HR Technology (HRIS)
Pre- pare
Im- ple-
ment
Review Improve MEASURING HR SUCCESS HR Audit: Standards & Metrics
H R
C O
M P
E T E N C
I E S
SABPP HR Standards & Metrics
Roadmap
PHASE 1:
Manage- ment
System Standard
PHASE 2:
HR Functional standards
PHASE 3:
HR Metrics
PHASE 4:
Integrated Reporting
PHASE 5:
CPD & Support Tools
PHASE 6:
HR integrated in
King IV
2012 2013 2017
The need for consistency and quality
HR Standards Roll-out
Development
(21 May) Consultation (June-July)
Release (20-22 Aug)
Standards-writing
(100 top HR professionals)
Standards inputs
(100 top HR specialists +
1000 professionals)
Standards finalisation
(100 HR Directors
sign-off) HR Standards
conference
Conclusion
It was great being with you. The new
competency model sets the benchmark for
HR competence. HR standards are needed to
improve the consistency and quality of people
management. HR metrics are needed to
assess the bottom-line impact of HR on
business. Improved people performance
translates to improved business performance.
Let us rise to the challenge and
deliver excellence
Let us build HR competence and create HR
standards!
[email protected] (Professional Registration)
[email protected] (Professional Services)
[email protected] (Stakeholder Relations)
[email protected] (Research)
[email protected] (Learning & Quality)
[email protected] (Strategy inputs)
[email protected] (Social media)
Website : www.sabpp.co.za
New office: 8 Sherborne Str, Parktown
Tel: 011 482-8595 Fax: 011 482-4830
Cel: 082 859 3593 (Marius Meyer)
New office