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Page 1: Sabpp national hr standard presentation
Page 2: Sabpp national hr standard presentation

Competency • Waste

Why We Hate HRYou're great at administrivia and wasteful.

by Keith H. Hammonds

I N A KNOWLEDGEeconomy, compa-

nies with the best tal-ent win. And finding, nurturing, anddeveloping that talent should be oneof the most important tasks. So, whydoes human resources (HR) do such abad job—and how can we fix it? After20 years of hopeful rhetoric aboutbecoming "strategic partners" with a"seat at the table," most HR profes-sionals still have no seat. They are nei-ther strategic nor leaders.

Most HR professionals are per-ceived, at best, as a necessary evil—and at worst, a dark bureaucraticforce that blindly enforces nonsensicalrules, resists creativity, and impedesconstructive change. HR is the func-tion with the greatest potential—thekey driver, in theory, of performance—but also consistent underdelivers.

Why are annual performanceappraisals so time-consuming—anduseless? Why is HR so often a hench-man for the CFO, finding ever-moreways to cut benefits and hack at pay-roll? Why do its communicationsoften flout reality? Why are so manypeople processes duplicative andwasteful? And why does HR insist onsameness as a proxy for equity?

It's no wonder that we hate HR.Just 40 percent of employees com-mend their companies for retaininghigh-quality workers and think thatperformance evaluations are fair. Only58 percent rate their job training asfavorable. Few see opportunities foradvancement. Only half believe theircompanies take a genuine interest intheir well-being.

Since companies that have the besttalent win, HR execs should be find-ing the best hires, nurturing the stars,fostering a productive work environ-ment, and becoming joined to businessstrateg}' at the hip. Instead, most HRpeople have ghettoized themselves tothe brink of obsolescence. They arecompetent at the administrivia of pay,benefits, and retirement, but compa-nies are outsourcing those functions.What's left is the strategic role of rais-

ing the reputational and intellectualcapital of the company, and HR isuniquely unsuited for that.

Here are four reasons why:1. HR people aren't the sharpest tacks

in the box. The best and the brightestdon't go into HR. Some enter the fieldby choice and with the best of inten-tions, but for the wrong reasons. Theylike working with people and want tobe helpful, but they don't know howyou get the best and brightest peopleand raise the value of the firm. Thegulf between capabilities and jobrequirements is widening. Most HRmanagers lack basic business acumenand can't answer basic questions: Whois your core customer? What chal-lenges do they face? Who is the com-petition? What do they do well? Who

are we? What do we do well? Doesyour HR pro know the answers?

2. HR pursues efficiency in lieu ofvalue. It's easier to measure the numberof training hours (what you do) than itis to measure the value you deliver toemployees and line managers, and thebenefits that accrue to investors andcustomers. So, HR managers investmore in activities than in outcomes.HR can provide the number of peopleit hired, the percentage of performanceevaluations completed, and the extentto which employees are satisfied withtheir benefits. Rarely does it link any ofthose metrics to performance.

3. HR isn't working Jbr you.Companies put people through asi-nine performance appraisals everyyear to protect themselves againsttheir own employees. So if you everhave a confrontation, you can go to

the file and say, "I've documented thisproblem." There's a good reason forthis defensive stance, given all thelabor regulations, but it's easy to getsucked into that. There's tension creat-ed by HR's role as protector of corpo-rate assets—making sure it doesn't runafoul of the rules. That puts you in theposition of saying no a lot, of playingthe bad cop. You have to step out ofthat, see the broad possibilitie.s, andtake a more open-minded approach.

You need to understand where theexceptions to broad policies can bemade. Typically, HR people can't, orwon't. Instead, they pursue standard-ization and uniformity, either becauseone-size-fits-all is about compliance orconvenience. But making exceptionsshould be what HR does, all the time —because it drives the business. You keepyour best people by rewarding theirdistinctive performance—not by treat-ing them the same as everyone else.

4. The comer o^ce doesn't get HR (andvice versa HR managers rarely have theear of top management. Some execsdon't think HR matters because HR hasnever proven its business mettle—andvice versa, as there is often a high corre-lation between employee turnover anda lack of connection. The best HR prosdon't wait to hear from top manage-ment. They assume responsibility.

Certainly there are great individualHR managers—trustworthy, caringpeople who understand the businessand how people fit in. At Yahoo, LibbySartain, chief people officer, is buildinga truly effective HR department. Shestarted a weekly operations meetingthat she coordinates with COO DanRosensweig. Talent is always at the topof the agenda—and at the end of eachmeeting, the executive team mullsdevelopment decisions on key staffers.Yahoo is aniong a few companies—

among them Cardinal Health, Procter& Gamble, Pitney Bowes, GoldmanSachs, and General Electric—that bringHR into the realm of business strategy.Still, there's still a long way to go.

Most employers plan to expandoutsourcing to include almost every-thing HR now does. This unique func-tion discovers things about the businessthrough the lens of people and talent.That's an opportunity for competitiveadvantage. But in most companies,that opportunity' is utterly wasted.And that's why I don't like HR. LEKciWi H. Hammoiiils is Fast Cornfim}/^ deyuly editor. This ariickhas (vf)i adapted from an ariick featured in Fast Company, witli(tTiijisi k'u.u'W-ii:fa.^triimj<aiiii.com

ACTION: Improve your people leadership.

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TALENT SOURCE

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BRAND OVERVIEW

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CLEAR SPACE GUIDELINE

THE PEOPLE STRATEGISTSC O N N E C T ȏ � G R O W ȏ � T R A N S F O R M

THE PEOPLE STRATEGISTSC O N N E C T ȏ � G R O W ȏ � T R A N S F O R MPEOPLE STRATEGIES

Demand-based Talent Sourcing Recruitment Outsourcing Talent Management & Succession Planning

HR Outsourcing HR Benchmarking SABPP HR Standards Consultation

Organisational Development

Change Management

BPR

Brand Promise Delivery

Leadership 360-assessment & coaching

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The SABPP

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The SA Board for People Practices is the HR professional and statutory quality assurance body for the HR profession. The Board is an accredited ETQA under the SAQA Act.

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Value Proposition

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 • HR Standards • 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 info

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Page 9: Sabpp national hr standard presentation

Registration

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What is the National HR Standard?

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The National HR Standards are intended to outline the minimum set of HR practices that any organisation should have in place in order to build an aligned, engaged and productive workforce that will achieve the organisation’s objectives. Companies are encouraged to benchmark themselves around the National Standard and then be formally audited in order to achieve a recognised 3-year status. HR will not be seen as a true profession without standards. The Strategic element of the Standard ensures that HR becomes a true business partner.

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HR N

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REVI

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                                             HR Strategy Talent Management

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HR Service Delivery HR Technology

HR Measurement HR Audits, Standards & Metrics

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HR Measurement HR Audits, Standards & Metrics

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Organisation’s strategic intent

Environmental Scan People strategy

People strategy

Framework of HR policies & programmes

HR strategic agenda

Allocate roles & responsibilities (line/HR/ support

functions)

HR strategic agenda

HR structure, service model and capability development HR Business Plan

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REVI

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HR Service Delivery HR Technology

HR Measurement HR Audits, Standards & Metrics

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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 People Strategy.

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TM philosophy, principles & approach

Long Term Talent

Demand / Supply

Forecast

Leadership & Key Competencies Framework

Talent Needs Analysis

Labour Market Analysis

Long Term Talent

Demand / Supply

Forecast

Talent review (what have we got & when will

talent be ready?)

Gap Analysis

* Job Profiles, Skills Audits, Development Plans, Succession Plans, Career Pathing, Talent Reviews, Communications Strategy

Gap Analysis

Talent Management System *

Strategic Talent Mngmnt

Talent Management Interventions**

** sourcing strategies, on-boarding, accelerated development, links to PM and Reward

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IMPL

EMEN

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                                             HR Strategy Talent Management

People Risk Management

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HR Measurement HR Audits, Standards & Metrics

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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. Examples of people risks: Attrition & cost of retraining; fraud & corruption; strike & business interruption; critical & scarce skills etc.

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Organisation’s risk management

structures and processes

HR Risk Map

Identify and evaluate impact of HR Risks (impact & likelihood)

HR Risk Map Assessment of risk tolerance

for each HR Risk Register

HR Risk Register

HR Risk Management Plan

HR Practices & programmes to manage risk

Monitor & Evaluate

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T                                              

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People Risk Management

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HR Service Delivery HR Technology

HR Measurement HR Audits, Standards & Metrics

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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 – assisting the organisation with the planning cycle, budget, pipeline management and cost modeling process.

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Monitor & Evaluate

Business Strategy &

Plans

Future workforce forecasts & costed scenarios Internal & External Trends

Present workforce COMPARE

GAP ANALYSIS & PLANS TO CLOSE GAPS

Workforce Scheduling

Recruitment, Assessment & Selection

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REVI

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                                             HR Strategy Talent Management

People Risk Management

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Plan

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HR Service Delivery HR Technology

HR Measurement HR Audits, Standards & Metrics

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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.

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Integrated L&D approach & programmes

Monitor & Evaluate

Business Strategy &

Plans

Internal & External Trends

Skills Development

Legislation

Current Competencies

Structure & capability of L&D resources

Knowledge Management

“Skills are not a competitive advantage, retention of skills and the environment in which skills are deployed are the real competitive advantage”

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                                             HR Strategy Talent Management

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HR Measurement HR Audits, Standards & Metrics

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A planned process of directing, developing, supporting, aligning and improving individual and team performance in enabling the sustained achievement of organisational objectives.

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Business Strategy &

Plans

Departmental Performance Expectations

Individual Performance Expectations

Performance Measurement & Feedback

Performance Development

To Learning & Development

Consistency & Leadership

PM Policy & Procedure PM Line Capability

Enabler

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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.

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HR N

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Mngment Strategy

Business Objectives & Culture

Legal and Governance requiremnts

Market trends – sector,

national

Individual needs and wants

Individual needs and wants

Reward & Recognition

Strategy

Reward System Reward &

Recognition Strategy

RRM Policies &

Procedures **

Benchmark

** Correlation & integration with other HR processes e.g. Performance Management

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                                             HR Strategy Talent Management

People Risk Management

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HR Measurement HR Audits, Standards & Metrics

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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.

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Self-responsibility

Employee Awarenesss

Communication & Traning

EMPLOYEES ORGANISATION

** Correlation & integration with other HR processes e.g. Performance Management, Industrial Relations

Wellness Strategy

Legal and governance

requirements

Cost Mngmnt

Wellness Assessment – Risk & Current Reality

Employee Consultation

Wellness Policies & Procedures **

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                                             HR Strategy Talent Management

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HR Measurement HR Audits, Standards & Metrics

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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

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Legal Requirements & agreements

Workforce characteristics

Socio/ economic/ political trends

ER Philosophy ERM Strategy

ERM Strategy ERM Policies & Procedures **

ER resources & structure Communication and Training

Leadership behaviour – build trust and respect

** Correlation & integration with other HR processes e.g. Performance Management, Industrial Relations

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HR Measurement HR Audits, Standards & Metrics

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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.

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ELEMENTS TO BE LINKED & OPTIMISED

Diagnose

Define intended outcomes, design interventions

Organisational Purpose

Prioritise & Engage OD Activities

Organisational Design Employee’s capability to

work together

ENABLERS

Other HR Processes e.g. L&D

Consultation with appropriate stakeholders Employee Communication

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                                             HR Strategy Talent Management

People Risk Management

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HR Service Delivery HR Technology

HR Measurement HR Audits, Standards & Metrics

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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. HR Strategy drives Policies, Procedures, Codes and a clear SLA with business. It’s about ensuring that HR’s work is delivered efficiently and at a pace that the BUSINESS needs.

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                                             HR Strategy Talent Management

People Risk Management

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HR Measurement HR Audits, Standards & Metrics

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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.

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REVI

EW

                                             

IMPL

EMEN

T                                              

PREP

ARE

                                             HR Strategy Talent Management

People Risk Management

Wor

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ce

Plan

ning

Lear

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&

Deve

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Perfo

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Man

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Rew

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HR Service Delivery HR Technology

HR Measurement HR Audits, Standards & Metrics

Page 48: Sabpp national hr standard presentation

05

HR N

atio

nal S

tand

ard        

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. Monitoring each element of the Standard to determine if the business objectives are being met.

Page 49: Sabpp national hr standard presentation

05

HR N

atio

nal S

tand

ard

REVI

EW

                                             

IMPL

EMEN

T                                              

PREP

ARE

                                             HR Strategy Talent Management

People Risk Management

Wor

kfor

ce

Plan

ning

Lear

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&

Deve

lopm

ent

Perfo

rman

ce

Man

agem

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HR Service Delivery HR Technology

HR Measurement HR Audits, Standards & Metrics

Page 50: Sabpp national hr standard presentation

IMPL

EMEN

T                                                                            

Recruitment

Selection

On-boarding

Employment Equity

Succession Planning

Career Management

Workplace Learning

Training Needs Analysis

Learning Design

Facilitation

Learning Culture

Graduate Development

Coaching and Mentoring

Knowledge Management

Performance Management

Process

Performance Appraisals

Performance Monitoring and Management

Remuneration & Reward Analysis

Remuneration Planning

Reward Mechanisms

Remuneration Management

Wellness Strategy

Development

Staff Wellness Management

Grievance Procedures

Disciplinary Procedures

Collective Bargaining

Dispute Resolution

Diversity Management

Absenteeism Management

Leadership Development

Organisation Culture

Change Management

Organisation Design

Employee Engagement

Wor

kfor

ce

Plan

ning

Lear

ning

&

Deve

lopm

ent

Perfo

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ce

Man

agem

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Rew

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HR Service Delivery HR Technology

Page 51: Sabpp national hr standard presentation

05

HR N

atio

nal S

tand

ard        

[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 Blog: hrtoday.me Office: 8 Sherborne Str, Parktown Tel: 011 482-8595 Fax: 011 482-4830 Cel: 082 859 3593 (Marius Meyer)

Page 52: Sabpp national hr standard presentation

07

How do we partner with you?

Page 53: Sabpp national hr standard presentation

TALENT SOURCE

09

BRAND OVERVIEW

Brand integrity is of the utmost importance. The clear space guideline allows the brand to sit with other brands but still retain placement and relevance. The clear space must be seen as part of the logo.

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CLEAR SPACE GUIDELINE

THE PEOPLE STRATEGISTSC O N N E C T ȏ � G R O W ȏ � T R A N S F O R M

THE PEOPLE STRATEGISTSC O N N E C T ȏ � G R O W ȏ � T R A N S F O R MPEOPLE STRATEGIES

Page 54: Sabpp national hr standard presentation

05

       

Special Offer for Attendees TODAY 20% off Gap-Analysis against standards (all or components) Will include the SABPP’s National Standard

Page 55: Sabpp national hr standard presentation
Page 56: Sabpp national hr standard presentation

08

We take time to understand your organisational strategy and goals and develop an HR Strategy that will provide you with the right people, with the right skills at the righ time in order to achieve your business goals. We identify key roles in the business and assess the current and future talent needs. We then develop a Talent strategy with you in order to develop of acquire the talent required. As people are your most valuable asset, they are also your greatest Risk. We work with key stakeholders in the business to identify these risks and we develop mitigating strategies in order to minimise the possible effects of events in the organisation. Examples include Strike Contingency plans, Scarce Skills Planning, Disaster Recovery Plans etc.

HR Planning

Page 57: Sabpp national hr standard presentation

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HR Implementation & Service Delivery

We offer an agreed number of on-site hours combined with 24 hr telephonic access to our various HR professionals who have expertise in the areas of: •  Workforce Planning & Recruitment •  Learning & Development •  Performance Management •  Reward & Remuneration •  Wellness •  Industrial Relations •  Organisational Development

Page 58: Sabpp national hr standard presentation

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HR Review

Our main purpose is to improve the quality of your people practices. For this reason we will provide monthly and quarterly statistics outlining the following: •  Absence rates & feedback •  Revenue per Employee •  Recruitment time-to-fill •  Training and Development Hours and Impact •  Industrial Relations Activity •  Staff Turnover Analysis •  Staff Performance Ratings •  Any other areas identified by the organisation

Page 59: Sabpp national hr standard presentation

11

HAND

OVER

                                                     

STRA

TEGI

C FO

CUS  

                                                     

DAIL

Y OP

ERAT

IONA

L                                                    24hr telephonic & email general HR assistance on routine HR issues

Month 1 • Organisational

Analysis

Month 2 • Policies &

Frameworks

Month 3 • ??

Month 4 • ??

Month 5-12 • ??

Strategically hand over key line HR issues to HR

Further Terms • Possibly retained on key strategic issues

OTHE

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