29 October Marius
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- Matthew Phelps
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1 29 October 2014 Marius
2 SABPP Professional Values RESPONSIBILITY INTEGRITY I RESPECT COMPETENCE
3 Importance of ethics for HR
4 New SABPP Model: HR Voice for Professionals Knowledge Human resource development Research - info Ethics Quality assurance Self-governance Value & visibility Open for alliances Innovation CPD Excellence Learning growth & development Duty to society
5 Professional registration levels MHRP (Master) CHRP (Chartered) M/D degree + 6 years top level experience LoW = executive level Hons degree + 4 years sr experience LoW = senior management HRP (Professional) Degree/ND + 3 years experience LoW = middle management HRA (Associate) HRT (Technician) 2 year dip + 2 years experience LoW = junior level Certificate + 1 year experience LoW = entry
6 NEXT STEP BECOME A REGISTERED HR PROFESSIONAL Apply to professional@sabpp.co.za so that we can register you as an HR professional in accordance with NQF Act (Act no 67 of 2008).
7 Marius Meyer, SABPP CEO receiving the SAQA certificate of professional body recognition from the Minister of Higher Education and Training, Dr Blade Nzimande.
8 SABPP BLOG For regular updates join our special HR Standards Blog:
9 HR COMPETENCY HOUSE
10 SOUTH AFRICAN HR COMPETENCY MODEL STRATEGY 5 HR CAPABILITIES TALENT MANAGEMENT HR GOVERNANCE, RISK, COMPLIANCE ANALYTICS & MEASUREMENT HR SERVICE DELIVERY HR & BUSINESS KNOWLEDGE ETHICS LEADERSHIP & PERSONAL CREDIBILITY ORGANISATIONAL CAPABILITY SOLUTION CREATION & IMPLEMENTATION INTERPERSONAL & COMMUNICATION CITIZENSHIP FOR FUTURE: INNOVATION, TECHNOLOGY, SUSTAINABILITY PROFESSIONALISM CORE COMPETENCIES 4 PILLARS DUTY TO SOCIETY
11 Maslow s needs in 2014
12 Operational Management Consistency in the Management of People One of the toughest things to be is consistent
13 The role of HR
14 Critical questions 1. How many of you would like to eat in a restaurant without standards? 2. Or stay in a hotel without standards? 3. Or send your child to a school (or preschool) without standards? 4. Or get operated in a hospital without any standards? 5. Or drive a car without standards? 6. Or use an airline without standards?
15 Then when it comes to HR Why do we continue to manage people and govern the most precious part of our organisations (i.e. people) without standards?
16 Top facts about HR Human Capital is the biggest concern for CEOs (PwC). Only 18% of CEOs feel confident that they have the right people in place to execute strategy (CEB). Human Capital is the biggest risk in business (HCI Africa). Skills crisis is the top obstacle to economic growth. Strikes cost SA R 200 million+ per day.
17 More facts about HR SA losing R12 billion a year due to absenteeism. Only 19% auditors feel they use HR optimally (CG Index Institute of Internal Auditors) Only 5% employees understand business strategy. World-wide 13% of employees actively engaged. Companies with engaged employees outperform others by 202% (Dale Carnegie). Companies with good HR Practices outperform others by treating HR as critical business function, these companies are 105% more profitable. Average ROI on wellness programmes: 300%.
18 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, Medupi. Raising the bar for the HR profession and business impact.
19 The reality is
20 Types of standards Unit standards / Curriculum standards Service delivery standards Competence standards Metrics/benchmarking standards Professional practice standards Business/industry/process/system standards - ISO
21 Global approaches to standards Production and safety lead ISO standards Professional standards accounting Top global companies their own standards Canada HR Standards & Metrics UK Human Capital Standard (BSI/CIPD) ISO HR project started South African National HR Standards HR Standards in Namibia
22 It all started on 21 May 2013 with 13 Standard facilitators
23 468 HR Leaders developing HR Standards for South Africa
24 HR Standards Facilitators Kate Dikgale-Freeman Michael Robbins Linda Chipunza
25 IMPSA was a key stakeholder IMPSA President, Johann Kruger with Dr Michael Robbins, IMOR/BSI
26 SABPP HR MANAGEMENT SYSTEM STANDARD MODEL BUSINESS STRATEGY HR BUSINESS ALIGNMENT Prepare Implement Workforce planning Strategic HRM Learning & Development Performance Management Talent Management HR ARCHITECTURE Reward & Recognition I Employee wellness HR Risk Management Employment Relations Organisation Development H R C O M P E T E N C I E S HR Service Delivery HR VALUE & DELIVERY PLATFORM HR Technology (HRIS) Review HR MEASUREMENT HR Audit: Standards & Metrics Improve
27 HR Standards Files 13 standards (2013) 19 standards (2014)
28 HR Standards Supporters
29 HR Standards Presentations
30 Business chamber support
31 HR Standards Case Studies
32 Professional forum support
33 International HR bodies Tim Ekandjo, President: IPM Namibia & Marius Meyer, CEO: SABPP in Windhoek
34 Support from consulting firms
35 20+ Universities
36 International interest
37 SABPP HR MANAGEMENT SYSTEM STANDARD MODEL BUSINESS STRATEGY HR BUSINESS ALIGNMENT Prepare Implement Workforce planning Strategic HRM Learning & Development Performance Management Talent Management HR ARCHITECTURE Reward & Recognition I Employee wellness HR Risk Management Employment Relations Organisation Development H R C O M P E T E N C I E S HR Service Delivery HR VALUE & DELIVERY PLATFORM HR Technology (HRIS) Review HR MEASUREMENT HR Audit: Standards & Metrics Improve
38 STANDARD ELEMENT #1 STRATEGIC HR MANAGEMENT ❶
39 STRATEGIC HR MANAGEMENT STANDARD DEFINITION 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)
40 STRATEGIC HRM PROCESS Organisation s strategic intent Environmental scan (PESTL) People strategy People strategy Framework of HR policies & programmes Allocate roles & responsibilities (line/hr/support functions) HR strategic agenda HR strategic agenda HR structure, service model and capability development HR business plan MONITOR & EVALUATE
41 Strategic HR: It is all about alignment
42 STANDARD ELEMENT 2 TALENT MANAGEMENT ❷
43 TALENT MANAGEMENT STANDARD DEFINITION Talent Management is the proactive design and implementation of an integrated talentdriven organisational 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)
44 Talent management
45
46 STANDARD ELEMENT 3 HR RISK MANAGEMENT ❸
47 HR RISK MANAGEMENT STANDARD DEFINITION HR Risk Management is a systematic approach of identifying and addressing people risks (uncertainties and opportunities) that can either have a positive or negative effect on the realisation of the objectives of an organisation.
48 HR Risk?
49 HR RISK MANAGEMENT PROCESS Organisation s risk management structures and processes Identify and evaluate impact of HR risks HR Risk Map HR Risk Map Assessment of risk tolerance for each risk HR Risk Register HR Risk Register HR practices, programmes, metrics to manage risks HR Risk Management Plan MONITOR & EVALUATE
50 HR Risk Management: It is all about people factors
51 STANDARD ELEMENT 4 WORKFORCE PLANNING ❹
52 WORKFORCE PLANNING DEFINITION Workforce Planning is the systematic identification and analysis of organisational workforce needs culminating in a workforce plan to ensure sustainable organisational capability in pursuit of the achievement of its strategic and operational objectives. The workforce plan will set out the actions necessary to have the right people in the right place at the right time.
53 WORFORCE PLANNING PROCESS Business strategy & plans Internal & external trends Future workforce forecasts - costed scenarios COMPARE GAP ANALYSIS PLANS TO CLOSE GAPS Present workforce MONITOR & EVALUATE Workforce scheduling Recruitment, assessment and selection
54 STANDARD ELEMENT 5 LEARNING AND DEVELOPMENT ❺
55 LEARNING & DEVELOPMENT DEFINITION Learning and development is the practice of providing occupationally directed and other learning activities that enable and enhance the knowledge, practical skills and work place experience and behaviour of individuals and teams based on current and future occupational requirements for optimal organisational performance and sustainability. SABPP (2013)
56 LEARNING AND DEVELOPMENT PROCESS Business strategy & plans External trends Skills development legislation Current competencies Integrated L&D approach & programmes Structure & capability of L&D resources MONITOR & EVALUATE Knowledge management
57 L&D is key
58 STANDARD ELEMENT 6 PERFORMANCE MANAGEMENT ❻
59 PERFORMANCE MANAGEMENT DEFINITION Performance management is a planned process of directing, developing, supporting, aligning and improving individual and team performance in enabling the sustained achievement of organisational objectives. SABPP (2013)
60 Managing staff performance
61 PERFORMANCE MANAGEMENT SYSTEM Business strategy & plans Performance expectations Performance measurement & feedback Consistency Leadership Performance development ENABLERS PM policy and procedure PM capability of line, employees and HR MONITOR & EVALUATE
62 STANDARD ELEMENT 7 REWARD AND RECOGNITION ❼
63 REWARD & RECOGNITION DEFINITION Reward is a strategy and system that enables organisations to offer fair and appropriate levels of pay and benefits in recognition for their contribution to the achievement of agreed deliverables in line with organisational objectives and values. Recognition is a related strategy and system that seeks to reward employees for other achievements through mechanisms outside the pay and benefits structure. SABPP (2013)
64 Employee perspective on reward
65 REWARD AND RECOGNITION SYSTEM Talent Management strategy Business objectives and culture Market trends sector, national, international Legal and governance requirements Individuals needs and wants Employee consultation/ negotiation REWARD AND RECOGNITION STRATEGY REWARD AND RECOGNITION STRATEGY RRM policies and procedures Communication and training BENCHMARK, MONITOR & EVALUATE Other HR processes eg performance management
66 STANDARD ELEMENT 8 EMPLOYEE WELLNESS ❽
67 EMPLOYEE WELLNESS DEFINITION Employee wellness is a strategy to ensure that a safe and healthy work and social environment is created and maintained, together with individual wellness commitment that enables employees to perform optimally while meeting all health and safety legislative requirements and other relevant wellness good practices in support of the achievement of organisational objectives. SABPP (2013)
68 Importance of employee wellness
69 EMPLOYEE WELLNESS SYSTEM EMPLOYEES ORGANISATION Employee selfresponsibility Legal and governance requirements Cost management Wellness risk assessments Wellness analytics Employee awareness Employee consultation WELLNESS STRATEGY MONITOR & EVALUATE Communi-cation and training Employee health services Wellness policies and procedures Other HR processes eg performance management
70 STANDARD ELEMENT 9 EMPLOYMENT RELATIONS MANAGEMENT ❾
71 EMPLOYMENT RELATIONS MANAGEMENT DEFINITION Employment relations is the management of individual and collective relationships in an organisation through the implementation of good practices that enable the achievement of organisational objectives compliant with the legislative framework and appropriate to socio-economic conditions. SABPP (2013)
72 Employment relations
73 EMPLOYMENT RELATIONS MANAGEMENT SYSTEM Socio/economic/political trends Legal requirements, agreements Workforce characteristics ER philosophy ERM STRATEGY ERM STRATEGY ERM policies and procedures ER resources & structures Communi-cation and training Other HR processes eg performance management Leadership behaviour build trust and respect MONITOR & EVALUATE
74 STANDARD ELEMENT 10 ORGANISATION DEVELOPMENT ❿
75 ORGANISATION DEVELOPMENT DEFINITION Organisation development (OD) is a planned systemic change process to continually improve an organisation s effectiveness and efficiency by utilising diagnostic data, and designing and implementing appropriate solutions and interventions to measurably enable the organisation to optimise its purpose and strategy. SABPP (2013)
76 PROCESS OUTPUTS ORGANISATION DEVELOPMENT PROCESS ELEMENTS TO BE LINKED & OPTIMISED Organisational purpose Organisational design Employees capability to work together Diagnose Define intended outcomes, design intervention Prioritise and integrate MONITOR & EVALUATE ENABLERS Other HR processes eg L&D Consultation with appropriate stakeholders Employee communication
77 STANDARD ELEMENT 11 HR SERVICE DELIVERY ⓫
78 HR SERVICE DELIVERY DEFINITION HR Service Delivery is the influencing and partnering approach in the provision of HR services meeting the needs of the organisation and its employees which enables delivery of organisational goals and targets. SABPP (2013)
79 HR/Line relationship?
80 HR SERVICE DELIVERY SYSTEM HR service delivery model and system Clear roles and responsibilities for management of people in the workplace Service Level Agreement MONITOR & EVALUATE HR strategy Compliance monitoring Laws, regulations, codes, agreements HR policies and procedures Management and employee support guidance, consultation, coaching Employee communication
81 STANDARD ELEMENT 12 HR TECHNOLOGY ⓬
82 HR TECHNOLOGY DEFINITION HR Technology is the effective utilisation of technological applications and platforms that make information both accessible and accurate, providing HR and line management with the knowledge and intelligence required for more effective decisionmaking, to align all employees towards the implementation of the organisation s strategy. SABPP (2013)
83 HR facing technology?
84 HR TECHNOLOGY MANAGEMENT SYSTEM Legislative reqirements IT governance & security rules HR management system & processes Available technology (cost, ROI) HRIS & other HR/HRD requirements Environmental scanning for new developments Plan and implement approved developments MONITOR & EVALUATE Training and support
85 STANDARD ELEMENT 13 HR MEASUREMENT ⓭
86 HR MEASUREMENT DEFINITION HR measurement is a continuous process of gathering, analysing, interpreting, evaluating and presenting quantitative and qualitative data to measure, align and benchmark the impact of HR practices on organisational objectives, including facilitating internal and external auditing of HR policies, processes, practices and outcomes. SABPP (2013)
87 HR manager s response to metrics?
88 HR MEASUREMENT SYSTEM METRICS FOR PEOPLE MANAGEMENT IN THE ORGANISATION METRICS FOR HR EFFECTIVENESS/ EFFICIENCY What issues do we need to manage (risks/opportunities)? What are the outcomes specified in the SLA? What are the drivers behind those issues? How can we measure those in a Balanced Score Card? Financial and operational reporting systems in organisation How can we measure those drivers? METRICS Management system & resources to collect and report MONITOR & EVALUATE
89 HR Audit - Certification
90 National HR Governance Strategy Alignment HR Competencies HR Products/Services: CPD Mentoring Professional registration Research HR Academy QCTO Curriculum standards ISO: HR HR Professional Standards: HRMS (13) HRMSAS (13) HRPPS (30+) Integrated Reporting HR Metrics: National HR Scorecard HR Service Standards HR Auditing: Internal Audit External Audit King IV: HR Governance
91 The need for consistency and quality
92 Conclusion HR standards are needed to improve the consistency and quality of HR management. We thank all HR professionals for your interest and support. Best wishes with the application of the HR Standards at your municipality.
93 SABPP Exhibition - IMPSA Meet SABPP Head of Stakeholder Relations, Kenneth Nxumalo at the exhibition
94 We set HR standards! (Professional Registration) (Operations) (Stakeholder Relations) (Research) (Learning & Quality) (Strategy inputs) (Social media) (HR Audits) Website: Blog: hrtoday.me Office: 8 Sherborne Str, Parktown Tel: Fax: Cel: (Marius Meyer)
31 October 2014. Marius Meyer @SABPP1
31 October 2014 Marius Meyer @SABPP1 Maslow s needs in 2014 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
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