SABPP - St Peters 2013

BUILDING THE HR PROFESSION AND PEOPLE

MANAGEMENT IN SCHOOLS:

Reasons for HR professionals to belong to a professional board

Marius Meyer

25 March 2013

[email protected]

@SABPP1

We are here for our children

Nadia Meyer (grade 3)

Computer picture

Importance of teaching

“A teacher affects eternity; he can never tell

where his influence stops.” Henry Adams

“Upon our children – how they are taught –

rests the fate or fortune of tomorrow’s world.” BC Forbes

A proud moment

My teacher Keith Jennings featured in book.

Changing behaviour/habits

SABPP Schools Project

• Vision is to support schools with

professional HR management

• HR Advisor and HR Intern per school

Technology era

Technology revolution

1. SABPP is the 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

Marius Meyer, SABPP CEO receiving the SAQA certificate of professional body recognition from the Minister of Higher Education

and Training, Dr Blade Nzimande.

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

Ready for the future?

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

Most important organisational

capabilities over the next five years

IBM: Working beyond Borders

31%

33%

34%

37%

28% 30% 32% 34% 36% 38%

Innovation

Client connectivity

Execution speed

Leadership

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

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)

WHAT IS COMPETENCE?

“Competence is the quality of

being adequately or well

qualified physically and

intellectually. I have not for a

long time heard that word

used to describe a politician –

or any public servant, for that

matter. Make competence a

respectable word again.”

- Prof Jonathan Jansen

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

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%

Schools facing social media

Operational Management Consistency in the

Management of People

One of the toughest things to be is consistent

Absenteeism rate

34%

31%

35%

29% 30% 31% 32% 33% 34% 35% 36%

Don't know

Don't measure

Indicate absenteeism rate

School principal’s response to

HR?

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

The need for consistency and quality

Conclusion

We need a professional approach to HR

practices in schools. The new competency

model sets the benchmark for HR

competence. HR standards are needed to

improve the consistency and quality of people

management. Better people performance

translates to improved school and business

performance.

Key questions

• Do you have high quality HR policies and

practices in schools?

• Are you up to date with new trends and

developments in HR?

• Do you need a high level professional

network?

• Do you need professional support from a

professional body?

• Will you be ready to implement the 13

national HR standards?

Let us rise to the challenge and

deliver HR 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)