sabpp universities update: new strategy & recent developments
TRANSCRIPT
SABPP UNIVERSITIES UPDATE:
New Strategy & Recent Developments
Marius Meyer
13 October 2016
@mariusSABPP@SABPP1 @sabpp_ 1
Agenda
• Update on new SABPP HR Voice II Strategy
• HR Standards & Audit Update
• Professional Practice Standards (Phase 2)
• Student Chapters
• Conclusion
SECTION A
HR Profession Update
Big News:
SABPP HR Professionals are now
Commissioners of Oaths!
Thank you!
Advocate Michael Masutha, Minister of Justice & Correctional Services
Are you up to date?
HR Challenges
• Skills and talent gaps in organisations
• Inconsistency in practice
• A lack of commitment to sound HR and
people management
• Poor people management skills
• Poor HR management skills - culture
• Speed & complexity of change
• Risk & compliance environment
• A lack of measurement
Two radical changes in HR
“There are two radical changes in the HR
space that are coming from entirely different
directions but are destined to collide: HR
Standards and Big Data. They are radical
because they will fundamentally change the
performance evaluation of HR, the teaching of
the profession, and the standing and
credibility of practitioners.”
Neil McCormick & Chris Andrews
HR Advisory Bond University
HR Trends
• HR as Strategic Partner and Talent Management
• HR Governance & King IV – combined assurance
• HR Risk Management
• New role to impact ethics in organisations
• HR contribution to CSR and socio-economic
situation – sustainability
• Building high performance cultures
• HR Technology and Social Media
• HR standards and metrics – integrated reporting
• HR Competency models – professionalism
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
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
so that we can register you
as an HR professional in
accordance with NQF Act
(Act no 67 of 2008).
Professionalisation of HR
HR team of Ingquza Hill registered as HR Professionals with
SABPP in accordance with NQF Act – professionalism in
action
Marius Meyer, SABPP CEO receiving the SAQA certificate of professional body recognition from the Minister of Higher Education
and Training, Dr Blade Nzimande.
HR Voice II: 2016-2018
Setting HR Standards – SABPP: the Voice of the HR Profession
Human Resource Governance
Research
Value & visibility
Optimisingalliances
Innovation/ Technology
CPD
Excel-lence
HR Academy
QualityAssurance
Knowledge
Governance Duty to society
Ethics
Res-ponsi-bility
Res-pect
Inte-grity
Com-peten-
ce
HR Professionalism: 4 pillars, 4 principles, 4 top products, 7 priorities
Active Citizenship: Stakeholder engagement & impact
SECTION B
HR Standards & Audits Update
HR Professionalism Priorities
National Human Capital
Confidence Index
Human Capital Availability• What is the match of supply and demand of economically
active people (skilled and unskilled) in the country?• Where are specific under supply and over supply situations?
Human Capital Contribution• How productive is the employed population?• What is the level of innovation in the country?
Human Capital Wellbeing• What health and wellbeing issues impact on the general
productivity potential of the economically active population?
Human Capital Wealth Creation• How do different sectors of the employed population share in
the wealth created in the country?• How attractive is the country to international talent?
Human Capital Cost, Investment and Growth• What are we doing in terms of learning and development in
the school and post-school education system?• How much are we spending on whom for what in the post-
school education system?• What are we doing and how much are we spending on job
creation efforts?• What health and wellbeing interventions are having positive
impacts on productivity?
HR Standards Files
13 standards (2013) 23 standards (2014)
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 STANDARDS
BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
StrategicHRM 5.0
TalentManagement
4.3
HR RiskManagement
4.1
FUNCTIONAL & CROSS FUNCTIONAL HR VALUE CHAIN
HR VALUE & DELIVERY PLATFORM
Work-force
Planning 4.4
Learning5.7
Perfor-mance
5.3
Reward4.7
Well-ness 5.5
ERM5.8
OD4.7
HR Service Delivery
5.6
HR Technology(HRIS) 4.6
Prepare
Imple-ment
Review ImproveMEASURING HR SUCCESS 3.8HR Audit: Standards & Metrics
H R
C O
M P
E T E N C
I E SSELF RATINGS – OVERALL AVERAGE MAY 2016
400responses
So what now?
BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
StrategicHRM 6.0
TalentManagement
4.8
HR RiskManagement
6.5
FUNCTIONAL & CROSS FUNCTIONAL HR VALUE CHAIN
HR VALUE & DELIVERY PLATFORM
Work-force
Planning 5.8
Learning6.5
Perfor-mance
6.3
Reward6.3
Well-ness6.6
ERM6.6
OD5.7
HR Service Delivery
5.6
HR Technology(HRIS) 5.6
Prepare
Imple-ment
Review ImproveMEASURING HR SUCCESS 4.9HR Audit: Standards & Metrics
H R
C O
M P
E T E N C
I E SAUDIT SCORES – OVERALL AVERAGE MAY 201618 audits
National Winner – HR Audits
Best University in HR Standards
Alignment
Vaal University of Technology
Best Academic in HR Standards
Alignment
Sakkie van Greunen, UP
International interest
International HR bodies
Tim Ekandjo, President: IPM Namibia &Marius Meyer, CEO: SABPP in Windhoek
20+ Universities
3 Components of a Standard Element
How can we make it
work in practice?
Application
What do we want to
achieve?
Objectives
What is it?
Definition
HR Standards Files
13 standards (2013) 23 standards (2014)
2015 was our first year of HR
Audits
HR Standards & Audits:
HR Standards HR Audits
Dr Shamila Singh Annetjie MooreEmail: [email protected] [email protected]
Tel: (011) 045 5400
Value of HR Audits
“An HR Management performance audit is future orientated
and can identify areas for organisational improvement. HR
Auditing crosses the boundaries between HR management
and auditing … it can be a suitable method for evaluating the
contribution of HR activities to organisational objectives
assessed on the basis of value for money.”
Dr Chris Andrews, HR Director: Bond University
HR Audit - Certification
Co-determination model
Celebrating HR Audits: The pioneers
HR Professional Practice Standards• Absenteeism management
• Career management
• Coaching & mentoring
• Collective bargaining
• Disciplinary procedure
• Dispute resolution
• Employment Equity & Diversity (Inclusion)
• Grievance procedure
• Leadership development
• Learning design
• Learning evaluation
• Learning needs analysis
• On-boarding
• Organisation design
• Performance appraisals
• Recruitment
• Remuneration benchmarking
• Selection
• Succession planning
• Change management
• Employer Branding
• Workplace learning culture
Employer Branding
The practice of creating the idea or image of
the organisation that employees (present &
potential future) connect with, and marketing
that image both internally and externally,
building recognition and reputation as an
employer of choice in order to attract, engage
and retain employees who best fit the
organisation’s values and enable the
organisation to achieve its objectives. The
brand is rooted in the identification of the EVP.
SABPP (2015)
Employer Branding ProcessINPUTS PROCESS OUTPUTS
TALENT STRATEGY
INCLUDING EVP
PRODUCT/SER-VICE BRANDING
STRATEGY & PLANS
MULTI-FUNCTIONAL
PROJECT TEAM
EMPLOYER BRAND BUDGET
Define Employer Brand Proposal
Test proposal for internal & external market research
Finalise brand, define implementation plan & budget
Implement plan
Market research
Review and improve
Brand with full branding manual
Integration of brand with all HR practices
Change Management ProcessINPUTS PROCESS OUTPUTS
ORGANISATIONSTRATEGY
CLEAR DEFINITION OF BUSINESS PROCESSES & PROCEDURES
GOOD LEADER-SHIP SKILLS AT
ALL LEVELS
CHOICE OF CHANGE MODEL
Define Organisation Strategic Intent
Consult and communicate
Project plan
Implement
Evaluate progress, adapt and trouble shoot
Measure impact
Desired endstate
Lessons learned
Succession Planning ProcessINPUTS PROCESS OUTPUTS
ORGANISATION STRATEGY &
BUSINESS PLAN
IDENTIFICATION OF KEY ROLES
COMPETENCY MODELS & JOB
PROFILES
WORKFORCE PLAN
Determine if position would be filled/restructured/eliminated
Identify emergency plans
Identify potential successors
Consolidate and analyse
MONITOR + EVALUATE + COMMUNICATE
Individual Development
Plans
Departmental & consolidated
succession plans
TALENT/POTEN-TIAL REVIEWS Retention plans
Organisation design plans
Career Management ProcessINPUTS PROCESS OUTPUTS
WORKFORCE PLAN
JOB PROFILES
COMPETENCY MODELS
PROMOTION POLICY
Career information constantly communicated
Career discussion
Career counselling advice and resources
MONITOR + EVALUATE + COMMUNICATE
Individual Development
Plans
L&D POLICY
Reports:Development plan progressPromotions
Career paths/maps
PHILOSOPHY
Absenteeism Management Process
INPUTS PROCESS OUTPUTS
TIME & ATTENDANCE
POLICIES/RULES
TIME & ATTENDANCE RECORDING
SYSTEMS
Reason accepted as valid &
leave/time records adjusted
Employee absent without notice, noted in time & attendance
system
Employee notifies
employer
Employee return to work & investigation to establish facts
MONITOR + EVALUATE
Updates time/ attendance & leave records
LINE MANAGERS TRAINED/
ACCOUNTABLE
Absenteeism tracking & trend
analysis
Disciplinary process if
appropriate
WELLNESS POLICY/
SERVICES
EMPLOYEE COMMUNICA-
TION/ON-BOARDING
Employee does not notify employer
Reason not accepted as valid, progressive disci-
pline implemented
Performance Appraisal Process
INPUTS PROCESS OUTPUTS
SABPP (2015)
PERFORMANCEEXPECTATIONS
(CASCADED GOALS &
BEHAVIOURS)
PERFORMANCE CONTRACTING
& MEASUREMENT
SYSTEM
TRAINED MANAGERS & EMPLOYEES
PERFORMANCE CONTRACT
AGREEMENT ON RATINGS &
IMPROVEMENT PLANS
PERFORMANCE MEASUREMENT
DISCUSSION ON ACHIEVEMENT
PERFORMANCE RATINGS FEED INTO OTHER PROCESSES(TALENT, REWARD)
PIPs AND IDPs
Disciplinary Process
INPUTS PROCESS OUTPUTS
SABPP (2015)
LEGISLATION AND CASE LAW
DISCIPLINARY POLICY,
PROCEDURE AND RULES
TRAINED MANAGERS &
EMPLOYEE REPRESENTA-
TIVES
Breach of rules identified
Management decision
Investigation to establish facts
Hearing
All parties feel outcome is fair
Implementation of decision and monitoring
Employee escalates if unhappy with decision
MONITOR + EVALUATE
Disciplinary tracking and trend analysis
Grievance Process
INPUTS PROCESS OUTPUTS
SABPP (2015)
GRIEVANCE POLICY &
PROCEDURE
TRAINED MANAGERS &
EMPLOYEE REPS
CLEAR EMPLOYEE
RIGHTS AND PRIVILEGES
Employee raises grievance and states
desired outcome
Management decision
Investigation to establish facts
Hearing
All parties feel outcome is fair
Implementation of decision and monitoring
Employee escalates if unhappy with decision
MONITOR + EVALUATE
Grievance tracking and trend analysis
Recruitment ProcessINPUTS PROCESS OUTPUTS
WORKFORCE PLAN –
APPROVED VACANCY
EVP
JOB PROFILES
EMPLOYMENT APPLICATION
FORMS
Decide on advertising channel/sourcing method
Design & place advertisement/source candidates
Receive, acknowledge and record applications
Screen candidates
Pool of candi-dates meeting
minimum requirements
Recruitment reports & analyses
EE POLICY
RECRUITMENT POLICY
COMPETENCY MODELS
MONITOR AND EVALUATE
Validly rejected candidates who
feel fairly treated
Selection ProcessINPUTS PROCESS OUTPUTS
POOL OF SCREENED
CANDIDATES
JOB PROFILES
TRAINED INTERVIEWERS
Select testing/screening methods
Decide on interview process
Set up & conduct interviews
Make final decision
New employee
Selection reports & analyses
EE POLICY
TESTING & SCREENING METHODS
COMPETENCY MODELS
MONITOR AND EVALUATE
Validly rejected candidates who
feel fairly treated
REMUNERATION POLICY &
STRUCTURE
Formulate & present offer
Draw up contract
Reference check/screen final candidate(s)
Shortlist final candidate(s)
Workplace Learning SystemEMERGENT ECOSYSTEM TRANSCENDENT
Structured onboarding
Structured work experience
Performance help
Targeted learning
Improvement
Support learning of others
Share how updatedLearning networks
Clear development pathwayParticipate in organisational
processes
Integrate learning with business processes and events
Participate in learning circlesParticipate in team-based work
Develop team members
Support the development of learning networks
Participate in external bodies/associations
Refine organisational practices
Talent feeder systems
Improvement projects
Gap between practitioners and experts
smallLearning
processes in personal &
business learning
Influence profession
Keep up to date
On-boarding process
Preliminary arrangements/plan
Initial contact with employee –
email/phone;Offer/letter
Welcome by senior member of company
General induction
HR induction
Departmental induction
Evaluation and feedback
Employee arrival –give induction pack
& welcome (disc/file)
Collective bargaining process
Yes – Communicate No – Dispute Resolution
OBTAIN MANDATES
PREPARE
PROPOSE/DEMANDOpening statementsMotivating proposals
Exchange viewsEvaluate and share
NEGOTIATE/BARGAIN
SETTLEMENTCommunication
DISCUSSGround Rules
Guiding Principles
Leadership Development Process
FEEDBACK AND REVIEW
LD STRATEGY DOCUMENT
IMPLEMENTATION PROCESS
(Document & flow)
LEADERSHOP COMPETENCY FRAMEWORK DOCUMENT
INTERVENTION DESIGN AND SELECTION
Formal academic programmes
Personal leadership effectiveness development
Coaching/mentoring internal & external
Speakers
COMMUNICATE WITHIN
ORGANISATION & TO INDIVIDUALS ABOUT WHAT IS
PLANNED
IMPLEMENT INTER-
VENTIONS
IDENTIFICATIONWho are current & potential leaders
Assessment and gap analysis according to
competency framework
Career path, career & succession planning
Assessment/profiling including
team/individual/division effectiveness
SECTION C
Student Chapter Update
Student Chapter Report
Universities Launched
2016• CTI Education Group
• Walter Sisulu University:Mthatha Campus
• University of Johannesburg: Soweto Campus
• Vaal University of Technology
• University of Free State: QwaQwa Campus
2015• Tshwane University of Technology: Polokwane Campus
• Walter Sisulu University: Ibika Campus
Special Student Award
• Allan Roberts: CTI Education Group
• Francisco Da Silva: University of Pretoria
• Lana Basson: Southern Business School
• Natasha Krumbock: University of Cape Town
• Margaret Young: University of Cape Town
• Rushka Stemmet: Stellenbosch University
• Mienkie Du Plessis: Stellenbosch University
• To be done
• UNISA-11 November 2016
• UJ Kingsway Campus-28 October 2016
Students Statistics
• Total No.of Registered Students :1333
• Total No. of Students Registered in 2015:523
• Total Students Registered in 2016:709
TOP 10 Universities
TUT Polokwane Campus 150
Vaal University of Technology 130
Walter Sisulu: Mthata Campus 79
University of Johannesburg :Soweto
Campus 73
Walter Sisulu : Ibika Campus 68
CTI Education Group 65
University of the Free State:Qwaqwa 52
North West University Potchefstroom 47
CPUT 41
University of Fort Hare 40
Student Chapter
Presentation
CTI Education Group- 06 May 2016
Tshwane University of Technology: eMalahleni Campus-
04 May 2016
Nelson Mandela Metropolitan University: North & South
Campus - 23 May 2016
North West University: Mafikeng Campus – 11 August 2016
University Numbers University Total No. of Students
NWU Potchefstrom 47
NWU Vaal Triangle 30
NWU Mafikeng 3
WSU:Ibika Campus 68
WSU:Mthatha Campus 79
TUT Polokwane Campus 150
TUT:eMalahleni Campus 1
TUT:Pretoria Campus 5
UJ:Soweto Campus 73
UJ:Kingsway Campus 15
VUT 130
UJ :Bunting Road 6
University of Pretoria 11
Stellenbosch 21
UFS:Bloemfontein Campus 17
UFS :Qwaqwa Campus 52
University of Limpopo 20
University of Venda 17
CPUT 41
University Numbers CUT:Welkom Campus 17
CUT:Bloemfontein Campus 15
Unisa 55
Ekurhuleni West College 1
SA Business Institution 1
BMT SA 5
University of Fort hare 40
University of the Western Cape 15
Rose Bank college 1
Wits 3
Mangosuthu University of Technology 20
University of KwaZulu-Natal 3
UCT 3
Southern Business School 1
Icollege:Mafikeng Campus 1
CTI Education Group 65
NNMU:South Campus 4
University Numbers NMMU:North Campus 2
Varsity College 1
University of Zululand 4
Rhodes 1
DUT 2
Boston 263
Boland College 1
Coolege SA 1
DC Dynamic College 1
Damelin 3
Mancosa 1
Milpark Education 3
Key questions
• Have you aligned your curriculum with the
National HR Standards and Competencies?
• Do you or your students want to do research
on the HR Standards/Audits/Metrics?
• Are you involved in the SABPP Research
Department? ([email protected])
• Have your university been accredited?
• Do you have an active student chapter?
Student Chapters:
3 success factors
1. Academic leadership – an enthusiastic
academic driving the process;
2. Student leadership – a passionate student
leader driving it forward
3. Communication with SABPP Office
We set HR standards!
[email protected] or [email protected]
(Professional Registration)
[email protected] (CEO office)
[email protected] (CEO & Strategy inputs)
[email protected] (COO)
[email protected] (HR Standards)
[email protected] (HR Audits)
[email protected] (Knowledge & Innovation)
[email protected] (Learning & Quality)
[email protected] (Student Chapters)
[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