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26 May 2014, CENLED Marius Meyer @SABPP1
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Sabpp cenled 26 may 2014

Oct 31, 2014

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SABPP

Marius Meyer SABPP CEO today presented #hrstandards journey to members of Centre for Local Economic Development
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Page 1: Sabpp cenled 26 may 2014

26 May 2014, CENLED

Marius Meyer

@SABPP1

Page 2: Sabpp cenled 26 may 2014

Hope you are enjoying your

conference!

Page 3: Sabpp cenled 26 may 2014
Page 4: Sabpp cenled 26 may 2014

History of SABPP

• Formed in 1982.

• Registered HR Professionals and accredited

universities on HR curriculum.

• First Competency Model in 1990.

• Became an ETQA in 2002.

• Second Competency Model in 2012.

• First set of HR Standards in 2013.

• Busy with setting HR Metrics in 2014.

Page 6: Sabpp cenled 26 may 2014

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

Page 7: Sabpp cenled 26 may 2014

Professional body criteria

1. Legally constituted – resources & charter

2. Protect public interest – services

3. Professional designations

4. Submit list of members to SAQA – NLRD

5. CPD

6. Code of Conduct

Page 8: Sabpp cenled 26 may 2014

SABPP Professional Values

RESPONSIBILITY

I

RESPECT

INTEGRITY

COMPETENCE

Page 9: Sabpp cenled 26 may 2014

SABPP VALUE PROPOSITION:

Products/Services to advance HR professionRECOGNITION =

PROFESSIONAL STATUSRESOURCES =

PRODUCTS/SERVICESRESEARCH =

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

Page 10: Sabpp cenled 26 may 2014

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

Page 11: Sabpp cenled 26 may 2014

Committees

Professio-nal

Regis-tration

CPD

Risk & AuditIT Gover-

nance

Labour market

Mentoring

ETQA LGDI Ethics Disciplinary

HRRIHigher

Education

Page 12: Sabpp cenled 26 may 2014

The SABPP Journey

Formation & growth

Stabilisation & maintenance

ETQA growthHR Voice

Professional & AQP growth

Numbers -growth

Universities accreditation

Provideraccreditation

Numbers –growth/staff

HR Profession Bill

No growthProfessionals

neglected

Financialpeformance

Decade 1:1982 - 1990

Decade 2:1990 – 2000

Decade 3:2000 – 2010

Decade 4:2011 – 2020

TIME

PH

ASE

GO

OD

BA

D

Page 13: Sabpp cenled 26 may 2014

Strategic Transformation

2011 - 2012 2012 … 2013 …

We are changing We are deliveringWe are improving and

adding value

More open, visible and rebranding

Products, Services, Competencies

More and improved products/services/

standards

Page 14: Sabpp cenled 26 may 2014

HR COMPETENCY HOUSE

Page 15: Sabpp cenled 26 may 2014

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

Page 16: Sabpp cenled 26 may 2014

Why standards ?

The chair that you're sitting on, or the desk your computer is perched on, are held together by bolts and screws.

Humble bolts and screws also hold together our children's bicycles - and also the aircraft we trust our lives to during business trips or holiday travel.

The diversity of screw threads used to represent big problems for industry, particularly in maintenance, as lost or damaged nuts and bolts could not easily be replaced. A global solution is supplied in the ISO standards for metric screw threads.

The credit card you may have used to buy your holiday can be used worldwide because all its basic features are based on ISO standards.

We are so familiar with many objects, like credit or telephone cards, that we tend to assume they just "fell out of the sky". In fact, the ease with which we can use them can be traced back to an ISO standard.

Today standard users account for 78% of the FTSE 100, 53% of the Nikkei, and 44% of both the Fortune 500 and Hang Seng listed companies.

Page 17: Sabpp cenled 26 may 2014

Globally standards are a framework for consistency &

continuous improvement and managing risk through

controls

“Consistency is far better than rare moments of greatness “

Strengthening the human factor in management systems

Page 18: Sabpp cenled 26 may 2014

468 HR Leaders developing

HR Standards for South Africa

Page 19: Sabpp cenled 26 may 2014

HR Standards Facilitators

Kate Dikgale-Freeman Michael Robbins Linda Chipunza

Page 21: Sabpp cenled 26 may 2014

BUSINESS STRATEGY – HR BUSINESS ALIGNMENT

StrategicHRM

TalentManagement

HR RiskManagement

HR ARCHITECTURE

HR VALUE & DELIVERY PLATFORM

Work-force

planningLearning

Perfor-mance

RewardWell-ness

ERM OD

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 SSABPP HRM SYSTEM STANDARDS MODEL

Page 22: Sabpp cenled 26 may 2014

Risk / Readiness Profile

Page 23: Sabpp cenled 26 may 2014

Lessons Learned

• Start with a clear value proposition

• Focus on services first – impress your

market with a delivery model

• Have a clear strategy linked to purpose

• Build capacity to deliver

• Form alliances to leverage impact

• Control costs where possible

• Social media is key

• Get publicity

Page 24: Sabpp cenled 26 may 2014

SociSABPP Social Media Strategymedia strategy

e❸

engage for

empowerment towards

excellence

Connecting HR professionals in professional social media

networks

Contact us on [email protected]

Page 25: Sabpp cenled 26 may 2014

SABPP BLOG

For regular updates join our special

HR Standards Blog:

www.hrtoday.me

Page 26: Sabpp cenled 26 may 2014

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

Page 27: Sabpp cenled 26 may 2014

Local economic development:

It is all about alignment

Page 28: Sabpp cenled 26 may 2014

Conclusion

Building a professional body requires time,

effort and resources. A clear value proposition

is key.

Best wishes with your important journey!

If you need more information, contact us on [email protected]

Page 29: Sabpp cenled 26 may 2014

FOLLOW US ON :

@sabpp1

@mariussabpp

#hrstandards

Page 30: Sabpp cenled 26 may 2014

We set HR standards!

[email protected] (Professional Registration)

[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, South Africa

Tel: +27 11 482-8595 Fax: +27 482-4830

Cel: 082 859 3593 (Marius Meyer)