29 October Marius

Size: px
Start display at page:

Download "29 October 2014. Marius Meyer @SABPP1"

Transcription

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 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

More information

HR PROFESSIONALS REGISTERED WITH THE SABPP WILL NOW CARRY OFFICIAL STATUS AS A PROFESSIONAL, ALONGSIDE OTHER TRADITIONAL PROFESSIONS.

HR PROFESSIONALS REGISTERED WITH THE SABPP WILL NOW CARRY OFFICIAL STATUS AS A PROFESSIONAL, ALONGSIDE OTHER TRADITIONAL PROFESSIONS. Differe E: info@sabpp.co.za 1st Floor, Rossouw Attorneys Building 8 Sherborne Road, Parktown PO Box 2450, Houghton 2041, South Africa T: +27 11 482 8595 F: +27 11 482 4830 www.sabpp.co.za HR PROFESSIONALS

More information

Revised Body of Knowledge And Required Professional Capabilities (RPCs)

Revised Body of Knowledge And Required Professional Capabilities (RPCs) Revised Body of Knowledge And Required Professional Capabilities (RPCs) PROFESSIONAL PRACTICE Strategic contribution to organizational success RPC:1 Contributes to the development of the organization s

More information

FREQUENTLY ASKED QUESTIONS ABOUT THE SOUTH AFRICAN NATIONAL HR STANDARDS PROJECT

FREQUENTLY ASKED QUESTIONS ABOUT THE SOUTH AFRICAN NATIONAL HR STANDARDS PROJECT FREQUENTLY ASKED QUESTIONS ABOUT THE SOUTH AFRICAN NATIONAL HR STANDARDS PROJECT Where did the idea of developing National HR Standards come from? In March 2011 when the new CEO of SABPP, Marius Meyer

More information

HR PLANNING STRATEGIC FRAMEWORK PRESENTATION BURGERS PARK - PTA 23 JANUARY 2008

HR PLANNING STRATEGIC FRAMEWORK PRESENTATION BURGERS PARK - PTA 23 JANUARY 2008 HR PLANNING STRATEGIC FRAMEWORK PRESENTATION BURGERS PARK - PTA 23 JANUARY 2008 1 OVERVIEW OF THE PRESENTATION Purpose and objectives of the strategic framework HR Planning in the global context HR Planning

More information

Certified Human Resources Professional Competency Framework

Certified Human Resources Professional Competency Framework Certified Human Resources Professional Competency Framework Table of Contents About the CHRP 3 Application of the Competency Framework 3 Path to Obtain the CHRP 4 Maintaining the CHRP 4 Overview of the

More information

DRAFT NATIONAL HRM SYSTEM STANDARD 2013

DRAFT NATIONAL HRM SYSTEM STANDARD 2013 DRAFT NATIONAL HRM SYSTEM STANDARD 2013 CLOSING DATE FOR COMMENTS: 10 JULY 2013 SABPP 2013 Draft HR Management System Standards for South Africa 1 TABLE OF CONTENTS PAGE HR MANAGEMENT SYSTEM STANDARD MODEL

More information

Human Resources Professionals in Canada: Revised Body of Knowledge and Required Professional Capabilities (RPCs )

Human Resources Professionals in Canada: Revised Body of Knowledge and Required Professional Capabilities (RPCs ) Human Resources Professionals in Canada: Revised Body of Knowledge and Required Professional Capabilities (RPCs ) Approved by the CCHRA, Board of Directors October, 2007 Revised Body of Knowledge And Required

More information

National Human Resources Standards. Mr. Lim Kah Cheng General Manager HR and Corporate Affairs Human Resource Development Fund (HRDF)

National Human Resources Standards. Mr. Lim Kah Cheng General Manager HR and Corporate Affairs Human Resource Development Fund (HRDF) National Human Resources Standards Mr. Lim Kah Cheng General Manager HR and Corporate Affairs Human Resource Development Fund (HRDF) HR PROFESSIONALS CONFERENCE 2014 For Communications Content and Infrastructure

More information

Talent Management and OD Specialist

Talent Management and OD Specialist Position Employee category level Department Reporting to Line reports Purpose of the role Key Responsibilities Talent Management and OD Specialist Professionally qualified HR professional and experienced

More information

ROLE PROFILE. Performance Consultant (Fixed Term) Assistant Director for Human Resources

ROLE PROFILE. Performance Consultant (Fixed Term) Assistant Director for Human Resources ROLE PROFILE Job Title Reports to Service area No. of staff responsible for Budget responsibility ( ) Performance Consultant (Fixed Term) Assistant Director for Human Resources HR 0 None Purpose of Job

More information

(Financial Accounting Team)

(Financial Accounting Team) Job Title: Accounting Technician (Financial Accounting Team) Job Grade: Band 3 Band 4 Directorate: Finance Job Reference Number: P02279 The Role As part of the Financial Compliance Team, you will report

More information

ESKITP714401 Implement procedures and standards relating to metrics for IT service delivery

ESKITP714401 Implement procedures and standards relating to metrics for IT service delivery Overview This sub-discipline covers the competencies required to perform performance metrics. Monitoring service level performance is a complex task requiring collection of data, detailed analysis, and

More information

Screening Questionnaire

Screening Questionnaire RPL Options (1) RPL for Access: If you have a grade 12 National Senior Certificate but do not meet the minimum admission requirements = complete the screening questionnaire + submit detailed Curriculum

More information

xxxxx Council Workforce Planning for the xxxxx HR Function Consultancy Proposal xxxxx

xxxxx Council Workforce Planning for the xxxxx HR Function Consultancy Proposal xxxxx Ways HR Consulting Ltd 1 Portland Street Manchester, M1 3BE T. 0870 890 9882 F. 0871 431 0655 E. enquiries@wayshrc.com Council Workforce Planning for the HR Function Consultancy Proposal Prepared for:

More information

Talent management: an overview

Talent management: an overview Homepage > HR Resources > Factsheets > Talent management: an overview Talent management: an overview Revised August 2012 In this factsheet What is talent management? The changing context and business case

More information

CERTIFICATIONS IN HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE

CERTIFICATIONS IN HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE CERTIFICATIONS IN HUMAN RESOURCES» HRMP HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE HRMP EXAM CONTENT OUTLINE AT-A-GLANCE HRMP EXAM WEIGHTING BY FUNCTIONAL AREA:» HR as a Business

More information

JOB DESCRIPTION: Senior Manager HR & Talent Management

JOB DESCRIPTION: Senior Manager HR & Talent Management JOB DESCRIPTION: Senior Manager HR & Talent Management RESPONSIBLE TO: RESPONSIBLE FOR: Group Director The overall management and development of all aspects of HR and Talent Management for the company,

More information

HRM Awards 2014 Prospectus

HRM Awards 2014 Prospectus Guidelines for registration: Please submit the completed registration form and the eligibility assessment form together with the registration fee of Rs.25,000 /- (Rs.10,000/- for not for profit organisations)

More information

People Strategy 2013/17

People Strategy 2013/17 D a t a L a b e l : P U B L I C West Lothian Council People Strategy 2013/17 Contents 1 Overview 2 2 Council Priorities 8 3 Strategy Outcomes 10 1 Engaging and motivating our employees 13 2 Recognised

More information

NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY. Version Date: 18 November 2014 Approved by: Human Resources Committee

NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY. Version Date: 18 November 2014 Approved by: Human Resources Committee NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY Version Date: 18 November 2014 Approved by: Human Resources Committee HUMAN RESOURCES STRATEGY 1.0 Introduction 1.1 The merger of Aberdeen and Banff

More information

Change Management Practitioner Competencies

Change Management Practitioner Competencies 1 change-management-institute.com Change Management Institute 2008 Reviewed 2010, 2012 Change Management Practitioner Competencies The Change Management Practitioner competency model sets an independent

More information

HPF Tool. Template for the Performance and Accountability Statement Second round reviews. Amended December 2012

HPF Tool. Template for the Performance and Accountability Statement Second round reviews. Amended December 2012 HPF Tool Template for the Performance and Accountability Statement Second round reviews Amended December 2012 The High Performance Framework was developed by the Public Sector Performance Commission. This

More information

Linking Risk Management to Business Strategy, Processes, Operations and Reporting

Linking Risk Management to Business Strategy, Processes, Operations and Reporting Linking Risk Management to Business Strategy, Processes, Operations and Reporting Financial Management Institute of Canada February 17 th, 2010 KPMG LLP Agenda 1. Leading Practice Risk Management Principles

More information

ESKITP7145.01 Manage IT service delivery performance metrics

ESKITP7145.01 Manage IT service delivery performance metrics Overview This sub-discipline covers the competencies required to manage the monitoring, analysis and communication of IT service delivery performance metrics. Monitoring service level performance is a

More information

The Asset Management Landscape

The Asset Management Landscape The Asset Management Landscape ISBN 978-0-9871799-1-3 Issued November 2011 www.gfmam.org The Asset Management Landscape www.gfmam.org ISBN 978-0-9871799-1-3 Published November 2011 This version replaces

More information

Master Level Competency Model

Master Level Competency Model Change Manager Master Level Competency Model The Change Manager Master competency model sets an independent industry benchmark for SENIOR level change management practitioners. The model was launched in

More information

PERFORMANCE & DEVELOPMENT PLANNING (PDP) RETURN ON INVESTMENT (ROI) ASSESSMENT

PERFORMANCE & DEVELOPMENT PLANNING (PDP) RETURN ON INVESTMENT (ROI) ASSESSMENT iedex online Pty Ltd ABN 65 081 927 513 PERFORMANCE & DEVELOPMENT PLANNING (PDP) RETURN ON INVESTMENT (ROI) ASSESSMENT iedex Pty Ltd 2/17 Raglan Street South Melbourne VIC 3205 www.iedex.com.au Phone :

More information

PUBLIC SERVICE REGULATIONS REQUIREMENTS (CHAPTER I, PART III B) HUMAN RESOURCES PLAN AND ORGANISATIONAL STRUCTURE

PUBLIC SERVICE REGULATIONS REQUIREMENTS (CHAPTER I, PART III B) HUMAN RESOURCES PLAN AND ORGANISATIONAL STRUCTURE Part 5 HR Pages 72-82 5/7/03 8:38 AM Page 72 72 PART 5 PUBLIC SERVICE REGULATIONS REQUIREMENTS (CHAPTER I, PART III B) HUMAN RESOURCES PLAN AND ORGANISATIONAL STRUCTURE Part 5 HR Pages 72-82 5/7/03 8:38

More information

Leading Experts in Employment Law, Industrial Relations and best practice Human Resource Management in Ireland

Leading Experts in Employment Law, Industrial Relations and best practice Human Resource Management in Ireland Leading Experts in Employment Law, Industrial Relations and best practice Human Resource Management in Ireland Who We Are Established in 2003, we are one of Ireland s best-known and respected providers

More information

Ambulance Victoria. Position Description

Ambulance Victoria. Position Description Position Description Position Title: HRIS Specialist Reports To: HR Information & Services Team Leader Division: People & Community Department: People & Workforce Strategy Direct Reports: Nil Employment

More information

HR Enabling Strategy 2012-2017

HR Enabling Strategy 2012-2017 This document is yet to be put into corporate format but this interim version can be referred to for the time being. Should you have any queries, please refer to Sally Hartley, University Secretary, x

More information

MANAGER OF HUMAN RESOURCES CORPORATE SERVICES

MANAGER OF HUMAN RESOURCES CORPORATE SERVICES MANAGER OF HUMAN RESOURCES CORPORATE SERVICES GENERAL PURPOSE The Manager of Human Resources is responsible for the overall management and support provided through the County s Human Resources unit. The

More information

1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION

1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION 1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION (i) CHIEF MANAGER - COMPENSATION AND BENEFITS, AND HR ADMINISTRATION (Grade KRA 7 ) JOB DESCRIPTION FORM Date: Kenya Revenue Authority

More information

Human Resources Management & Development

Human Resources Management & Development BUSINESS SCHOOL Human Resources Management & Development Build your future the INTEC way NQF Agent Programme INTEC Programme Career Programme Career Booster Career Starter Job Creator Self Enrichment Programme

More information

Kenya Revenue Authority (KRA)

Kenya Revenue Authority (KRA) Kenya Revenue Authority (KRA) Chief Manager - HR Development and Performance Management Job details Reference Number: KRA/HR02/14 Job Title: Chief Manager - HR Development and Performance Management Supervisor:

More information

Attraction and Retention Series A focus on people and business. Workforce planning toolkit: Models, frameworks and processes Resource document 2

Attraction and Retention Series A focus on people and business. Workforce planning toolkit: Models, frameworks and processes Resource document 2 Attraction and Retention Series A focus on people and business Workforce planning toolkit: Models, frameworks and processes Resource document 2 Issue 3 November 2008 Table of contents Introduction... 3

More information

SENIOR MANAGER: LOANS & BURSARIES OPERATIONS (JOB GRADE 12 13)

SENIOR MANAGER: LOANS & BURSARIES OPERATIONS (JOB GRADE 12 13) NSFAS RECRUITING MANDATE The National Student Financial Aid Scheme (NSFAS) is a public entity accountable to the Department of Higher Education and Training. It provides financial assistance to eligible

More information

Occupational Profile and Curriculum Summary

Occupational Profile and Curriculum Summary Occupational Profile and Curriculum Summary Presented for Comment OFO code 143905 Related Occupation Contact Centre Manager Table of Content Occupational Profile and Curriculum Summary... 1 Presented for

More information

Leadership & People Management WSQ

Leadership & People Management WSQ Our frontline leaders in SIA are empowered to lead our service teams to achieve the highest levels of service excellence. They are trained in core functional skills as well as given the opportunity to

More information

SEMESTER III B) HUMAN RESOURCE MANAGEMENT

SEMESTER III B) HUMAN RESOURCE MANAGEMENT SEMESTER III B) HUMAN RESOURCE MANAGEMENT HUMAN RESOURCE PLANNING Unit-1 LEARNING ORGANIZATION AND LEADERSHIP Unit-2 BASICS OF HUMAN RESOURCE PLANNING Macro Level Scenario of Human Resource Planning Concepts

More information

Our Honours Qualifications

Our Honours Qualifications Faculty of Department of industrial psychology and People Our Honours Qualifications Content Page 1. Who are we? 1 2. What is our total offering? 2 3. What is the profile of the graduates we aim to deliver?

More information

LEVEL & SALARY Level 9 up to 39402 (Inclusive of 2% pay award effective 1 st April 2014)

LEVEL & SALARY Level 9 up to 39402 (Inclusive of 2% pay award effective 1 st April 2014) JOB DESCRIPTION: Human Resources Manager LEVEL & SALARY Level 9 up to 39402 (Inclusive of 2% pay award effective 1 st April 2014) RESPONSIBLE TO: Director of Human Resources and Organisational Development

More information

Intelligent Customer Function (ICF)

Intelligent Customer Function (ICF) CAPABILITY AUDIT FOR HEIs Higher Education Institutions (HEIs) should organically develop their own to successfully manage the process of strategic sourcing. The capability audit provides an assessment

More information

Chartered Manager Degree Apprenticeship Assessment Plan

Chartered Manager Degree Apprenticeship Assessment Plan Chartered Manager Degree Apprenticeship Assessment Plan Crown copyright 2015 You may re-use this information (not including logos) free of charge in any format or medium, under the terms of the Open Government

More information

The metrics that matter

The metrics that matter WHITE PAPER The metrics that matter How actionable analytics can transform field service management performance. www. Introduction The top strategic action for two-thirds of service organisations is to

More information

LEJWELEPUTSWA DISTRICT MUNICIPALITY

LEJWELEPUTSWA DISTRICT MUNICIPALITY LEJWELEPUTSWA DISTRICT MUNICIPALITY PERFORMANCE MANAGEMENT POLICY INDEX Introduction 3 Background 4 Definitions 7 Legislative Framework 8 Overview of Performance Management 9 The Performance Management

More information

ESKISP6046.02 Direct security architecture development

ESKISP6046.02 Direct security architecture development Overview This standard covers the competencies concerned with directing security architecture activities. It includes setting the strategy and policies for security architecture, and being fully accountable

More information

the Defence Leadership framework

the Defence Leadership framework the Defence Leadership framework Growing Leaders at all Levels Professionalism Loyalty Integrity Courage Innovation Teamwork Foreword One of the founding elements of Building Force 2030, as outlined in

More information

More than 130,000 HR professionals keep their skills current through the HRCI certifications in Human Resources.

More than 130,000 HR professionals keep their skills current through the HRCI certifications in Human Resources. So You are a HR? PROVE IT! This year earn the prestigious PHR SPHR GPHR HRBP HRMP HR Certification Credentials Explore the possibilities in: P R O F E S S I O N A L More than 130,000 HR professionals keep

More information

Release: 1. BSBPMG606A Direct human resources management of a project program

Release: 1. BSBPMG606A Direct human resources management of a project program Release: 1 BSBPMG606A Direct human resources management of a project program BSBPMG606A Direct human resources management of a project program Modification History Not applicable. Unit Descriptor Unit

More information

Deputy Director of HR and Workforce Development

Deputy Director of HR and Workforce Development Job description Job title: HR Business Partner Salary: 31,720.49-38,920.00 Grade: F Hours per week: 35 Location: Accountable to: Accountable for: Bromsgrove Deputy Director of HR and Workforce Development

More information

Competence Criteria for Member (MCIBSE)

Competence Criteria for Member (MCIBSE) Competence Criteria for Member (MCIBSE) FACTSHEET M21 The competence criteria for the Member grade of CIBSE (MCIBSE) is directly aligned to the Competence Statements issued by the Engineering Council,

More information

COURSE INFORMATION. To register online: visit www.ce.up.ac.za

COURSE INFORMATION. To register online: visit www.ce.up.ac.za Get the latest knowledge from leading global experts. COURSE INFORMATION HUMAN RESOURCES DEVELOPMENT & LABOUR RELATIONS www.ce.up.ac.za 1 Contents Company Overview 3 Introduction 4 Employee and Employer

More information

Annexure A PROPOSED GENERIC STRUCTURE FOR HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT COMPONENTS

Annexure A PROPOSED GENERIC STRUCTURE FOR HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT COMPONENTS Annexure A PROPOSED GENERIC STRUCTURE FOR HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT COMPONENTS PROPOSED GENERIC STRUCTURE FOR HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT COMPONENTS PAGE 1 MAIN FUNCTION LEVEL

More information

HR Operations Partner. Purpose of the Role

HR Operations Partner. Purpose of the Role Role: Responsible To: Responsible For: Location: HR Operations Partner HR & OD Manager HR staff Liverpool Purpose of the Role To provide an effective and efficient service to the People Services Team and

More information

January 2016. Communications Manager: Information for Candidates

January 2016. Communications Manager: Information for Candidates January 2016 Communications Manager: Information for Candidates Thank you for expressing interest in the role of Communications Manager. We have compiled this information pack to tell you more about The

More information

POSITION DESCRIPTION. Role Purpose. Key Challenges. Key Result Areas

POSITION DESCRIPTION. Role Purpose. Key Challenges. Key Result Areas POSITION DESCRIPTION Position Title Manager, Technical Services Support Position Number Reports to Manager Technology Services Functional Auth HRM Auth Region IT Services Centre Head Office Date Feb 2011

More information

Manager Service Transition

Manager Service Transition Revised Manager Service Transition Your position description Your: Location Group Business unit / team Wellington Organisation Capability & Services IT Solutions / Service Transition Pay Group MGR Band

More information

Head of Engineering Job Description

Head of Engineering Job Description Head of Engineering Job Description (Job Code and Level: E006) Definition: Overall responsibility and accountability for the Engineering function across the UK which will include people and budgetary management.

More information

Zero Trends: Health as a Serious Economic Strategy

Zero Trends: Health as a Serious Economic Strategy Zero Trends: Health as a Serious Economic Strategy Realizing the promise and Competitive Advantage of: Creating and Maintaining a Thriving and Sustainable Workplace and Workforce Edington Associates LLC

More information

The Drake Suite of Talent Management Solutions. Increasing the Return on your Human Capital Investment

The Drake Suite of Talent Management Solutions. Increasing the Return on your Human Capital Investment The Drake Suite of Talent Management Solutions Increasing the Return on your Human Capital Investment Increasing the Return on your Human Capital Investment An integrated and comprehensive approach to

More information

ESKITP7072 IT/Technology Capacity Management Level 2 Role

ESKITP7072 IT/Technology Capacity Management Level 2 Role Overview This sub-discipline is about the competencies required to manage the capacity of IT/technology services, systems and assets that support an organisation. Capacity management covers a range of

More information

ESKITP714601 Authorise strategy, policies and standards relating to IT service delivery performance metrics management

ESKITP714601 Authorise strategy, policies and standards relating to IT service delivery performance metrics management service delivery performance metrics Overview This sub-discipline covers the competencies required to direct the monitoring, analysis and communication of IT service delivery performance metrics. Monitoring

More information

PPM Competency Profiling

PPM Competency Profiling PPM Competency Profiling 1 What we do... Our strength comes from the expertise of our people, the structure of our processes, the scale of our operation and our years of experience in providing learning

More information

IRM CERTIFICATE AND DIPLOMA OUTLINE SYLLABUS

IRM CERTIFICATE AND DIPLOMA OUTLINE SYLLABUS IRM CERTIFICATE AND DIPLOMA OUTLINE SYLLABUS 1 Module 1: Principles of Risk and Risk Management Module aims The aim of this module is to provide an introduction to the principles and concepts of risk and

More information

Leicestershire Partnership Trust. Leadership Development Framework

Leicestershire Partnership Trust. Leadership Development Framework Leicestershire Partnership Trust Leadership Development Framework 1 Leadership Development Framework Introduction The NHS in England is facing a period of substantial change in light of the recent Government

More information

Strategic Workforce Planning

Strategic Workforce Planning Strategic Workforce Planning Jeff Lindeman, SPHR Chair, ACI-NA Human Resources Committee Director, Human Resources San Diego County Regional Airport Authority Agenda What is strategic anyway? Human Capital

More information

People & Organisational Development Strategy

People & Organisational Development Strategy 2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global

More information

GREATER GEELONG: BUILDING OUR COMMUNITY THROUGH ENTERPRISE, OPPORTUNITY AND INNOVATION IN A QUALITY ENVIRONMENT

GREATER GEELONG: BUILDING OUR COMMUNITY THROUGH ENTERPRISE, OPPORTUNITY AND INNOVATION IN A QUALITY ENVIRONMENT GREATER GEELONG: BUILDING OUR COMMUNITY THROUGH ENTERPRISE, OPPORTUNITY AND INNOVATION IN A QUALITY ENVIRONMENT POSITION TITLE: POSITION NUMBER: 2356 DIVISION: DEPARTMENT: CLASSIFICATION: Band 7 REPORTS

More information

Integrated Talent Management Presentation. University HR Benchmarking Conference 1 November 2013

Integrated Talent Management Presentation. University HR Benchmarking Conference 1 November 2013 Integrated Talent Management Presentation University HR Benchmarking Conference 1 November 2013 Introduction Evolution & Challenges of the HR Industry Strategic Talent Management 5 Step Framework for Talent

More information

www.pwc.co.uk Beyond Sport Online Learning Session Toolkit: Making Best Use of Your People

www.pwc.co.uk Beyond Sport Online Learning Session Toolkit: Making Best Use of Your People www.pwc.co.uk Beyond Sport Online Learning Session Toolkit: Making Best Use of Your People What topics does this toolkit address? How to organise your people and structure your team How to performance

More information

People and Capability (P&C) Intelligence Community Shared Services (ICSS) Chief People Officer (CPO)

People and Capability (P&C) Intelligence Community Shared Services (ICSS) Chief People Officer (CPO) Position Description Manager Strategy and Capability Business unit: Responsible to: Position purpose: Direct reports: People and Capability (P&C) Intelligence Community Shared Services (ICSS) Chief People

More information

BUSINESS EXCELLENCE FRAMEWORK. Public Sector Interpretation Guide

BUSINESS EXCELLENCE FRAMEWORK. Public Sector Interpretation Guide BUSINESS EXCELLENCE FRAMEWORK Public Sector Interpretation Guide 1 CONTENTS THE BUSINESS EXCELLENCE FRAMEWORK... 3 THE PUBLIC SECTOR TRANSFORMATION... 4 1. LEADERSHIP (120 points)... 6 1.1 Senior Leadership

More information

CEM+ Snapshot. Introduction

CEM+ Snapshot. Introduction Defining Your Customer Experience JOURNEY Many organisations seek to differentiate through customer experience, yet few have a systematic process for doing so. Different executives have different ideas

More information

International Diploma in Risk Management Syllabus

International Diploma in Risk Management Syllabus International Diploma in Risk Management Syllabus Module 1: Principles of Risk and Risk Management The aim of this module is to provide an introduction to the principles and concepts of risk and risk management.

More information

Science and Engineering Professional Framework

Science and Engineering Professional Framework Contents: Introduction... 2 Who is the professional framework for?... 2 Using the science and engineering professional framework... 2 Summary of the Science and Engineering Professional Framework... 3

More information

Adding up or adding value?

Adding up or adding value? Get up to speed Building Better Finance Functions Adding up or adding value? Making business partnering work whatwouldyouliketochange.com Contents Adding up or adding value? 3 The strategic value of business

More information

Big data, big opportunities. Your digital guide to people analytics. www.thomasinternational.net

Big data, big opportunities. Your digital guide to people analytics. www.thomasinternational.net Big data, big opportunities Your digital guide to people analytics www.thomasinternational.net Although big data has become one of the most used buzzwords in the business world today, it is still a new

More information

Coaching Scotland 2011-2015 A framework for sports coaching in Scotland

Coaching Scotland 2011-2015 A framework for sports coaching in Scotland Coaching Scotland 2011-2015 A framework for sports coaching in Scotland Introduction Welcome to Coaching Scotland 2011-2015 a framework for sports coaching in Scotland. This framework builds upon our previous

More information

Human Resources Management Program Standard

Human Resources Management Program Standard Human Resources Management Program Standard The approved program standard for Human Resources Management program of instruction leading to an Ontario College Graduate Certificate delivered by Ontario Colleges

More information

The Profession of Business Analysis

The Profession of Business Analysis The Profession of Business Analysis Faculty Training Institute Steve Erlank MD Faculty Training Institute President: SA Chapter of the IIBA Agenda Welcome Introduction Focus What, exactly, is a Business

More information

STRATEGIC WORKFORCE PLANNING LATEST TRENDS AND LEADING PRACTICE EXAMPLES

STRATEGIC WORKFORCE PLANNING LATEST TRENDS AND LEADING PRACTICE EXAMPLES STRATEGIC WORKFORCE PLANNING LATEST TRENDS AND LEADING PRACTICE EXAMPLES BERLIN, 21 MAY 2015 Julia Howes Mercer Workforce Analytics & Planning A WORKFORCE TSUNAMI IS APPROACHING COPYRIGHT MERCER 2015 STRATEGIC

More information

Bob Hassell. Hassell Blampied Associates February 2013

Bob Hassell. Hassell Blampied Associates February 2013 Bob Hassell Hassell Blampied Associates February 2013 Look at the concept of organisational strategic objectives and competitive advantage of HR using these as guides Understand the competencies HR needs

More information

ESKITP2034.03 Assist in the preparation of change management plans and assignments for IT enabled systems 1

ESKITP2034.03 Assist in the preparation of change management plans and assignments for IT enabled systems 1 Assist in the preparation of change management plans and assignments for IT Overview This sub-discipline, Change Management (203) is concerned with the competencies required to manage the introduction

More information

Australian Professional Standard for Principals

Australian Professional Standard for Principals AITSL is funded by the Australian Government Australian Professional Standard for Principals July 2011 Formerly the National Professional Standard for Principals 2011 Education Services Australia as the

More information

A new era for HR. Trinity College Dublin Human Resources Strategy 2014 to 2019

A new era for HR. Trinity College Dublin Human Resources Strategy 2014 to 2019 A new era for HR Trinity College Dublin Human Resources Strategy 2014 to 2019 Introduction This revised HR strategy is a response from the HR function in College to the new College Strategy 2014-2019,

More information

Position Description

Position Description NSW DEPARTMENT OF EDUCATION AND TRAINING Position Description POSITION DETAILS Position: Reports to: Directorate: Location: Business Intelligence Workstream Lead Learning Management and Business Reform

More information

ASAE s Job Task Analysis Strategic Level Competencies

ASAE s Job Task Analysis Strategic Level Competencies ASAE s Job Task Analysis Strategic Level Competencies During 2013, ASAE funded an extensive, psychometrically valid study to document the competencies essential to the practice of association management

More information

Service Level Agreement 2015/16 Key Performance Indicators

Service Level Agreement 2015/16 Key Performance Indicators Service Level Agreement 2015/16 Key Performance Indicators Between NHS Leadership Academy And Thames Valley & Wessex LDP Models and Frameworks Aims: to ensure that there is a common and shared understanding

More information

Job description HR Advisor

Job description HR Advisor Job description HR Advisor Main purpose of job To work closely with colleagues in the HR Business Partner team along with the wider PDO directorate to ensure delivery of a first class, professional and

More information

WWL People Strategy 2015/16 2018/19. Page 1 of 7. Version 0.3 (March 2015)

WWL People Strategy 2015/16 2018/19. Page 1 of 7. Version 0.3 (March 2015) WWL People Strategy 2015/16 2018/19 Version 0.3 (March 2015) Page 1 of 7 Contents Page 1.0 Mission Statement 3 2.0 Strategic Goals 3 3.0 Themes 3 3.1 Attract, Retain & Develop talented staff who embody

More information

POSITION INFORMATION DOCUMENT

POSITION INFORMATION DOCUMENT POSITION INFORMATION DOCUMENT Position Title: Senior Manager, ICT Contracts Classification Code: ASO8 Division: ICT Services Directorate: ICT Contracts & Performance Management Type of Appointment: Branch:

More information

Before you begin. Topic 1: Research planning requirements 1. Topic 2: Develop human resource strategic plan 37

Before you begin. Topic 1: Research planning requirements 1. Topic 2: Develop human resource strategic plan 37 Contents Before you begin vii Topic 1: Research planning requirements 1 1A Analyse strategic plans to determine human resource strategic direction, objectives and targets 2 1B Undertake additional environmental

More information

Government Communication Professional Competency Framework

Government Communication Professional Competency Framework Government Communication Professional Competency Framework April 2013 Introduction Every day, government communicators deliver great work which supports communities and helps citizens understand their

More information

The Johns Hopkins University Human Resources Competency Dictionary

The Johns Hopkins University Human Resources Competency Dictionary The Johns Hopkins University Human Resources Competency Dictionary JHU Human Resources Competencies (Applies to All HR Functional Areas) Business Partnership and Consultation Ethics and values Decision

More information

The Performance Management Overview PERFORMANCE MANAGEMENT 1.1 SUPPORT PORTFOLIO

The Performance Management Overview PERFORMANCE MANAGEMENT 1.1 SUPPORT PORTFOLIO The Performance Management Overview PERFORMANCE MANAGEMENT 1.1 SUPPORT PORTFOLIO This document is part of the of the Performance Management Support Portfolio a series of guides to the key elements of Performance

More information

HR Corporate Objectives and Strategy Action Plan January 2013

HR Corporate Objectives and Strategy Action Plan January 2013 Reference Objective / Strategy Action Responsibility Target Date (CO1) By 2016 we will be in the top 20% of Acute Trusts as measured by the NHS National Staff Survey Embed the Trust values into reward

More information

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1 City and County of Swansea Human Resources & Workforce Strategy 2013-2017 Ambition is Critical 1 Delivering quality services for a safer, greener, smarter, fairer, healthier, richer Swansea Executive Summary

More information

STRATEGIC POSITIONING OF HR IN THE NEW WORLD OF WORK

STRATEGIC POSITIONING OF HR IN THE NEW WORLD OF WORK STRATEGIC POSITIONING OF HR IN THE NEW WORLD OF WORK Dr Rica Viljoen Presented by: Keshia Mohamed-Padayachee Mandala Consulting Mandala Consulting is a consulting firm providing organisational research,

More information