SABPP - HR Standards - Total

25 October 2013

Marius Meyer@SABPP1

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

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

HR Talent Management

“Quite possibly the biggest challenge that needs to occur in

HR has to do with talent management – not elsewhere in

organisations, but how talent management in HR is a case of

the shoemaker’s children lacking shoes. Our results suggest

that HR often doesn’t have the right talent; all too often it has

talent that is inferior to the talent in other parts of the

organization.”

Ed Lawler III & John Boudreau (2009)

Achieving Excellence in Human Resources Management, Stanford University Press

Is it a case of the shoemaker’s

children lacking shoes?

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

Comfort zone challenged

Importance of ethics

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, De Doorns, Medupi.

• Raising the bar for the HR profession and

business impact.

Operational Management Consistency in the

Management of People

One of the toughest things to be is consistent

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.

Standards influence our lives

19,500 ISO standards from ISO 163038 Guidance on the use of ISO 4074 in the quality management of natural rubber latex condoms to ISO 31000 risk management !!

Standards provide either a technological base a system of best management practices or a regulatory standard

Accounting profession, Financial planning , Internal audit

Every component of the car you drive has a universal standard in the main managed by ISO/TS 16949. Every automotive company in the world works to this standard – consistency

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

468 HR Leaders developing

HR Standards for South Africa

HR Standards Facilitators

Kate Dikgale-Freeman Michael Robbins Linda Chipunza

HR Standards Pioneers

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

Some of the standard elements

Here are 4 examples of the Standards:

1. Strategic HR Management

2. Talent Management

3. HR Risk Management

4. HR Measurement

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 STANDARD

OBJECTIVES1.2.1 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.

SABPP (2013)

STRATEGIC HR

MANAGEMENT STANDARDIMPLEMENTATION

1.3.1 Translate the overall strategic intent of the organisation into HR strategy.

1.3.2 Position the strategic HR agenda as an integral part of strategic decision making and

operational plans.

1.3.3 Allocate HR resources and build capability to implement the HR mandate.

1.3.4 Provide the contextual foundation for the development of the policies, plans, practices

and procedures.

1.3.5 Allocate accountability and responsibilities for the execution of HR strategy.

1.3.6 Ensure the execution of the HR strategy is measured and monitored within the

governance framework of the organisation.

1.3.7 Drive continuous improvement and sustainability of the HR strategy through planned

reviews and integrated reporting.

SABPP (2013)

Strategic HR: It is all about alignment

TALENT MANAGEMENT

STANDARDDEFINITION

Talent Management is the proactive design and

implementation of a talent-driven business 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)

OBJECTIVES2.2.1 To build a talent culture which defines the organisation’s philosophy, principles and

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 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 stakeholders in development & management of talent.

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

TALENT MANAGEMENT

Talent management

TALENT MANAGEMENT

STANDARDIMPLEMENTATION

2.3.1 Analyse the talent needs of the organisation by assisting in the segmenting

and classifying talent across the organisation to ensure talent differentiation and

management thereof.

2.3.2 Conduct labour market trend analysis of the required skills.

2.3.3 Create a talent management system focusing on current and future needs.

2.3.4 Engage and support line management regarding talent identification and

requirements.

2.3.5 Decide on interventions to define and develop leadership competencies.

2.3.6 Decide on interventions to support effective talent management in the

organisation.

2.3.7 Conduct a talent review linked to organisational objectives.

SABPP (2013)

TALENT MANAGEMENT PROCESS

LONG TERM TALENT PLANNING

Talent needsanalysis

Labourmarket analysis

Talent review

Talent ManagementInterventions

Leadership & key

competenciesdevelopment

Talent Management

System

HR RISK MANAGEMENT

DEFINITION

HR Risk Management is a systematic

approach of identifying and addressing people

factors (uncertainties and opportunities) that

can either have a positive or negative effect

on the realisation of the objectives of an

organisation.

SABPP (2013)

Importance of HR Risk

Dave Beretti, City of Cape Town

“In any organisation people are the single most valuable asset, but if badly

managed, they can become the organisation’s

greatest liability.”

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)

“People and behaviour are often the biggest

risks”

• Critical to include people risks in a company’s risk management plan

• HR need to be the eyes & ears for people-related governance & compliance

Risk / Readiness Profile

H R - R I S K S

• Safety - accidents

• Skills shortages/gaps

• Incompetence

• Employee disengagement

• Strikes & poor employment relationships

• Fraud/corruption

• Stress

• Staff turnover

• Low staff satisfaction –impact on customer satisfaction

• Cyber security

• Conflict/disputes

• Diversity problems

• Sexual harassment

• Expatriate issues

• Non-compliance

HR RISK MANAGEMENT

IMPLEMENTATION

3.3.1 Position the role of HR in influencing and communicating the organisational risk

culture.

3.3.2 Assess potential positive and negative people factor risks to achieving organisational

objectives.

3.3.3 Identify and evaluate the potential risk impacts with regard to strategic and operational

HR activities.

3.3.4 Decide on appropriate risk tolerances for the different components of the HR function.

3.3.5 Design and implement appropriate people-based risk management systems, metrics,

risk controls, and HR practices which will contribute to mitigate the potential risks.

3.3.6 Ensure all HR risk practices conform to the organisational governance, risk and

compliance strategies and policies including integrated reporting.

SABPP (2013)

HR risks – people risk, governance

and compliance

HR MEASUREMENT

DEFINITION

HR measurement is a continuous process of

gathering, analysing, interpreting and

presenting quantitative and qualitative data to

measure and align 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?

IMPLEMENTATION

13.3.1 Develop an integrated HR measurement and reporting

framework.

13.3.2 Set up management systems and resource the HR function to

collect and report on agreed people management metrics.

13.3.3 Develop and implement an HR scorecard.

SABPP (2013)

13.3.1 Develop an integrated HR

measurement & reporting framework

• Determine key people-related metrics which will assist in

determining progress towards achievement of strategic

objectives.

• Determine additional people related data or info that may

be required to hold line accountable for performance of

teams and determine how reports will be tabled for

management control.

• Ensure that reporting on metrics include normal

organisational management reporting at all levels.

• Demonstrate financial and other forms of impact – enable

forecasting, scenario building, predictions.

• Data collected should enable ROI or Return on

Expectation ratios to evaluate programmes.

13.3.2 Set up management systems and

resource HR function to collect and report on

agreed people management metrics

• Scale and depth of HR measurement and reporting will be constrained

by the resources available.

• Credibility and utility of HR reporting depends on accurate and

complete data capture.

• Control systems including internal and external audits should be in

place to ensure data integrity.

• Careful definition of each metric is important.

• A detailed flow chart should be drawn up to describe data collection,

storage and reporting for each metric.

• One integrated HR data system is recommended.

• Reporting formats should follow the design of other management

reports – clear, simple, visible dashboards.

• Meaningful interpretation of reports requires good knowledge of

organisation and HR practices.

13.3.3 Develop and implement an

HR scorecard

• An HR scorecard selecting key indicators of HR Service

Delivery should be agreed between HR Head and top

management,

• Regular assessment of performance against the

scorecard, in accordance with the normal performance

management process of the organisation, should lead to

identification of areas for improvement and remedial

action.

• Conduct an internal and external audit of the HR function

and people practices of the organisation against the

documented service level agreement, documented HR

practices and HR scorecard.

Towards National HR Metrics• % of people meeting performance contracts

• % of outstanding performers

• Average time to resolve people issues

• % of payroll spent on training

• Training spent per employee (costs/FTE)

• Total amount spent on employees

• Number of training hours per employee (year)

• % of key positions with successors

• Vacancy rate (vacancies/headcount)

• Absenteeism rate (sick days/FTE)

• Labour turnover (people left/headcount)

• Diversity/employment equity profile (race, gender, disability)

Key Human Capital Metrics• Revenue per employee (Revenue/FTE)

• Profit per FTE (Revenue-Operating cost/FTE)

• Human Capital ROI (benefits-costs/costs)

• Leadership quality index

• Employee engagement score

• Employee satisfaction score

• Organisation climate score

• Employer of choice index

• Human capital risk index (less than 10% risk)

• HR customer satisfaction score

HR Standards Roll-out

Development(21 May)

Consultation(June-July)

Release(20-21 Aug 24 Oct)

Standards-writing

(100 top HR professionals)

Standards inputs

(100 top HR specialists +

1000 professionals)

Standards finalisation

(450 HR Directors sign-off)

HR Standards conference

HR Standards Development

Phase 1:

HR MANAGEMENT SYSTEM STANDARD

Phase 2:

HR MANAGEMENT SYSTEM APPLICATION

STANDARD

Phase 3:

HR PROFESSIONALPRACTICE STANDARDS

“WHAT” STANDARD

What are the elements of the HR system?

13 elements:DefinitionObjectives

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• Organisation design

The need for consistency and quality

BUSINESS STRATEGY – HR BUSINESS ALIGNMENT

❶ StrategicHRM

❷ TalentManagement

❸ HR RiskManagement

HR ARCHITECTURE

HR VALUE & DELIVERY PLATFORM

❹Work-force

planning

❺

Learning

❻Perfor-mance

❼

Reward

❽Well-ness

❾ERM

❿OD

⓫ HR Service Delivery

⓬HR Technology

(HRIS)

Prepare

Imple-ment

Review Improve⓭ HR MEASUREMENTHR Audit: Standards & Metrics

H R

C O

M P

E T E N C

I E SSABPP HRM SYSTEM STANDARDS MODEL

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

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

[email protected]

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.

Conclusion

HR standards are needed to improve the

consistency and quality of HR management.

Best wishes with your HR professional work.

Please keep on engaging with us as we take

this exciting initiative forward.

If you need a copy of the 1st HR Standards File, contact us on

[email protected]

FOLLOW US ON :

@sabpp1

@mariussabpp

#hrstandards2013

We set 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 Blog: hrtoday.me

Office: 8 Sherborne Str, Parktown

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

Cel: 082 859 3593 (Marius Meyer)