TERMS OF REFERENCE OF THE SABPP MENTORING COMMITTEE

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1 TERMS OF REFERENCE OF THE SABPP MENTORING COMMITTEE PREAMBLE The SABPP mentoring committee is established to provide oversight over the professional mentoring programme, and to position mentoring as a key value adding professional activity in advancing the status, quality and visibility of HR professionals in pursuit of the SABPP strategy HR Voice. The purpose of this document is to outline the governance principles, requirements and processes of the SABPP Mentoring Committee. The SABPP Mentoring Committee consists of different specialists in the field of mentoring who are committed to promote HR professionalism, capacity building and sustainability in South Africa. INTRODUCTION The field of HR has emerged into a fully fledged field of science and practice in leading nations all over the world, in particular, the USA and UK. In these countries mentoring has played a major role to promote professionalism in different fields. Likewise, in South Africa, mentoring has been used effectively as a skills transfer intervention, not only within organizations, but also when younger professionals are mentored by seniors to enter and grow as professionals. SABPP had a mentoring programme in place for several decades and some of the success stories emanating from these relationships have been published in a book Wisdom from Mentors. There are currently 144 mentors. However, in recent times, the mentoring programme has lost some momentum, and a more structured and co ordinated approach is needed to revitalize the programme. Other important considerations are appropriate matching arrangements, e.g. generalist s vs specialists, and providing guidelines for these relationships. Building a diverse pool of mentors is of utmost importance, as well as the evaluation of the mentoring programme. SCOPE The SABPP Mentoring Committee addresses the professional development needs of HR professionals. In the past the SABPP mentoring programme focused mainly on providing young entrants to the field (usually those who do not yet have work experience, or lack certain key qualifications) with a mentor to grow through a candidateship programme under the guidance of a mentor. Recent market analysis has shown that although all levels require mentoring, there is a need for HR mentoring on the four bottom registration levels: SABPP Mentoring Committee 1

2 HR Candidate HR Technician HR Associate HR Practitioners The focus of the SABPP mentoring programme is to advance the HR profession by ensuring adequate skills transfer from seniors to juniors. Clear templates need to be provided for a consistent and standardised approach to mentoring, not only to govern the success of these relationships, but also to provide a consistent framework for record keeping and consolidation of data for report back to the board. In addition, the committee may also oversee a process of capacity building of mentors to ensure that all mentors provide a consistent quality of mentoring in meeting HR professional standards. In particular, guidelines are needed regarding objectives, the frequency of meetings, reporting periods and the nature of these interactions. Furthermore, a mentee driven approach may be followed, thereby ensuring that the mentee takes full responsibility for the success of mentoring. A balance needs to be found between flexibility and structure/standards. Two broad types of mentoring are discerned: Candidateship for assisting a junior HR person to enter into the profession; Growth current professionals who want to advance to a higher level of registration. STATUS OF THE COMMITTEE The Mentoring Committee is an official sub committee of the SABPP Board. The committee may also liaise with the professional registration committee to ensure alignment with HR professional standards. Moreover, other aspects of professionalism, e.g. ethics should be infused into the mentoring programme and this may require liaison with the ethics committee. PRINCIPLES The following principles guide the Mentoring Committee: Sound relationships between mentors and mentees are critical for growing and sustaining HR professionalism in South Africa. The mentoring programme must be well functioning with an appropriate infrastructure to make it work effectively. The highest quality of learning provision and research is needed to ensure adequate skills transfer between senior and junior HR professionals. HR knowledge and wisdom must be transferred to the HR professional community to demonstrate professionalism as role models and to improve practice. SABPP will set professional standards and guidelines for mentoring. SABPP Mentoring Committee 2

3 A greater sharing of information and resources between senior and junior practitioners will enhance the HR profession in South Africa. A mentee driven approach will ensure ownership and optimise learning and growth. The role of the mentor is to support the mentee in specific professional growth areas as identified for each mentee. An appropriate balance needs to be found between flexibility and governance (formal). The mentoring relationship can be valuable to instill ethics and a duty to society into the mindset of mentees (all four pillars of professionalism). Measurement of the mentoring programme should be at the level of uptake as well as the impact on the profession. While mentoring relationships are private and confidential, communication, engagement and publicity should be encouraged when success stories emerge, also with alliance partners. FUNCTIONS AND RESPONSIBILITIES OF THE COMMITTEE The remit of the committee is to address the following mentoring needs in the HR profession: Creating awareness of the value of mentoring to enhance professionalism Work integrated learning and meeting the needs of the HR professional market HR thought leadership Setting criteria for mentors and mentees Expanding the pool of mentors and mentees HR student empowerment and employment HR professionalism of entry and middle level HR professionals Building capacity in ethical decision making and resolution of ethical dilemmas Skills and knowledge transfer Learning about HR issues and dynamics in particular industries Ensuring appropriate matching and that both mentors and mentees learn in the process Developing mentoring skills among mentors Using orientation programmes to understand what is expected in terms of roles and responsibilities Providing clear guidelines and setting boundaries in terms of availability, ethics and other important aspects of the relationship Optimising the use of alternative mentoring methods, e.g. group mentoring COMPOSITION OF THE COMMITTEE The composition of the committee is as follows: SABPP Mentoring Committee 3

4 Mentors representing the corporate environment, consultants, academics and other interested parties may join the committee. The mentoring committee will meet at least three times a year, or at more regular intervals when required. A Chairperson and Vice chairperson will be elected on an annual basis. Additional members, or sub committee members may be co opted when required. A representative of the SABPP professional services department will be available to attend mentoring committee meetings and to assist with the process of driving, co ordinating and administering the mentoring programme. ROLES AND RESPONSIBILITIES The following roles and responsibilities need to be fulfilled: A Chairperson is elected on an annual basis to oversee the work of the committee. The chair of the committee will prepare an annual report outlining the work of the committee to be included in the SABPP Integrated Report. A Vice chair is elected annually to assist the chair and to oversee specific committee projects. The CEO will keep the mentoring committee informed of important SABPP strategic initiatives affecting the mentoring programme. The CEO will drive the execution of decisions taken and provide feedback to the SABPP Board about the work of the committee. The CEO is responsible for ensuring alignment with the SABPP Charter and Strategy. The SABPP Executive Administration Assistant will perform secretarial duties. The secretary will compile the agenda on behalf of the chairperson; notify all members of the meeting date, time and venue; request agenda items a month before the meeting; send the agenda to all members at least seven days in advance of the meeting to all members; keep the minutes of all meetings; send minutes to all members within a week after the meeting; keep record of all documentation in a manual and electronic mentoring file. The Head of Professional Services will be responsible for implementing the decisions of the committee and drive the daily execution of mentoring programme deliverables. Any member of the committee (or additional members) may be co opted or delegated to work on specific projects approved by the committee. DECISION MAKING Decisions are made according to the following governance mechanisms: A quorum of four members must be present for decision making at the meeting. For daily matters, the Chair, Vice chair and CEO constitute the Executive Committee of the mentoring committee, supported by the Head of Professional Services. SABPP Mentoring Committee 4

5 For matters impacting on the overall strategy of SABPP, the SABPP Board Exco consisting of the SABPP Chair and Vice chair together the CEO will make the relevant decisions. GOVERNANCE REQUIREMENTS The following governance requirements will be met by the committee: Ensuring that the needs of the HR professional community are embedded in mentoring programmes. Adherence to the SABPP Ethical Code and mentoring guidelines. Proper governance, record keeping and follow up in terms of minutes, proposals and reports. Monitoring of the programme and reporting back to the Board. PROCESS OF GOVERNING MENTORING RELATIONSHIPS The following generic process will be followed in the event of mentoring: 1. Mentors register with SABPP as professional mentors. 2. Mentees register their need for mentoring (all candidate practitioners will be registered automatically). 3. SABPP will provide criteria and guidelines for the SABPP mentoring programme. 4. Mentoring relationships are formed when mentors and mentees are matched. 5. The parties complete a mentoring agreement with clear deliverables. 6. The mentoring progress report is completed. 7. A close out report is completed and submitted to the Head of Professional Services. REPORTING The following reporting channels are in place: Task teams will report back to the Chair and Vice chair on the execution of decisions taken, or to the CEO when required. The Committee chair will report to the Chairperson of the SABPP Board. Daily reporting is done to the Head of Professional Services. Forms are administered by the Professional Registration Officer. MONITORING The chair will monitor the progress of the committee in terms of the achievements of deliverables. A mentoring scorecard will be developed to track progress and to consolidate a national picture of HR mentoring results. SABPP Mentoring Committee 5

6 SABPP Mentoring Committee 6

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