Welcome to an overview of the First National HR Standards for South

Africa

23 September 2014

Marius Meyer@SABPP1

Thank you for your support

I want to thank the 2000+ HR professionals for engaging with us on this exciting project

over the last year.

Thank you to the hundreds of HR professionals who joined our HR professional community in accordance with the NQF Act,

Act nr 67 of 2008. Those who still need to join, please do so by sending an email to

professional@sabpp.co.za

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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

BUSINESS STRATEGY – HR BUSINESS ALIGNMENT

❶ StrategicHRM

❷ TalentManagement

❸ HR RiskManagement

HR ARCHITECTURE

HR VALUE & DELIVERY PLATFORM

❹ Work- force

planning

❺

Learning

❻Perfor- mance

❼

Reward

❽Well- ness

❾ERM

❿OD

⓫ HR Service Delivery

⓬ HR 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 S © SABPP HRM SYSTEM STANDARDS MODEL

HR Standards Journey

Phase 1:

HR MANAGEMENT SYSTEM STANDARD

(21 May 2013)

Phase 2:

HR MANAGEMENT SYSTEM APPLICATION

STANDARD(20-21 Aug 2013)

Phase 3:

HR PROFESSIONALPRACTICE STANDARDS

(14 May 2014)

“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

HR Standards Files

13 standards (2013) 19 standards (2014)

STANDARD ELEMENT #1

STRATEGIC HR MANAGEMENT

❶

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)

STRATEGIC HRM PROCESS

Framework of HR policies & programmes

Environmental scan (PESTL)

HR structure, service model and capability

development

People strategy

HR strategic agenda

Organisation’s strategic intent

HR strategic agenda

HR business

plan

People strategy

Allocate roles & responsibilities

(line/HR/support functions)

MONITOR & EVALUATE

STANDARD ELEMENT 2

TALENT MANAGEMENT

❷

TALENT MANAGEMENT STANDARD

DEFINITION

Talent Management is the proactive design and implementation of an integrated talent-driven 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)

STANDARD ELEMENT 3HR RISK MANAGEMENT

❸

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.

SABPP (2013)

HR RISK MANAGEMENT PROCESS

Assessment of risk tolerance for each risk

Identify and evaluate impact of

HR risks

HR practices, programmes, metrics to

manage risks

HR Risk Map

HR Risk Register

Organisation’s risk management

structures and processes

HR Risk Register

HR Risk Management

Plan

HR Risk Map

MONITOR & EVALUATE

Conclusion

The HR Risk Management standard element will help HR

Professionals to position themselves to mitigate people

risks in organisations.

STANDARD ELEMENT 4

WORKFORCE PLANNING

❹

WORKFORCE PLANNING

DEFINITIONWorkforce 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.

SABPP (2013)

WORFORCE PLANNING PROCESS

Future workforce forecasts - costed

scenarios

GAP ANALYSIS

PLANS TO CLOSE GAPS

Present workforce

MONITOR & EVALUATE

Business strategy &

plans

Internal & external trends

COMPARE

Workforce scheduling

Recruitment, assessment and

selection

STANDARD ELEMENT 5

LEARNING AND DEVELOPMENT

❺

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)

LEARNING AND DEVELOPMENT PROCESS

Integrated L&D approach & programmes

Structure & capability of L&D

resources

MONITOR & EVALUATE

Business strategy &

plans

External trends

Knowledge managementSkills

develop-ment

legislation

Current compet-encies

STANDARD ELEMENT 6

PERFORMANCE MANAGEMENT

❻

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)

PERFORMANCE MANAGEMENT SYSTEM

PM capability of line, employees and

HR

MONITOR & EVALUATE

Business strategy &

plans

Performance expectations

PM policy and procedure

Performance measurement &

feedback

Consistency

Leadership

Performance development

ENABLERS

STANDARD ELEMENT 7

REWARD AND RECOGNITION

❼

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)

REWARD AND RECOGNITION SYSTEM

Communication and training

BENCHMARK, MONITOR &

EVALUATE

Business objectives

and culture

Other HR processes eg performance management

RRM policies and procedures

REWARD AND RECOGNITION

STRATEGYIndividuals’ needs and

wants

Legal and governance

requirements

Market trends – sector, national,

international

Talent Management

strategyEmployee

consultation/ negotiation

REWARD AND RECOGNITION

STRATEGY

STANDARD ELEMENT 8

EMPLOYEE WELLNESS

❽

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)

EMPLOYEE WELLNESS SYSTEM

Communi-cation and training

MONITOR & EVALUATE

Employee awareness

Other HR processes eg performance management

Wellness policies and procedures

WELLNESS STRATEGY

Legal and governance

requirements

Wellness risk assessments

Employee self-responsibility

Employee consultation

Employee health

services

EMPLOYEES ORGANISATION

Wellness analytics

Cost manage-

ment

STANDARD ELEMENT 9

EMPLOYMENT RELATIONS MANAGEMENT

❾

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)

EMPLOYMENT RELATIONS MANAGEMENT SYSTEM

Communi-cation and training

MONITOR & EVALUATE

Other HR processes eg performance management

ERM policies and procedures

ERM STRATEGY

Legal requirements,

agreementsER philosophyWorkforce

characteristics

ERM STRATEGY

ER resources & structures

Leadership behaviour – build trust and respect

Socio/economic/political trends

STANDARD ELEMENT 10

ORGANISATION DEVELOPMENT

❿

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)

ORGANISATION DEVELOPMENT PROCESS

MONITOR & EVALUATE

Other HR processes eg L&D

Organisational purpose

Employees’ capability to

work together

Organisational design

Diagnose

Consultation with appropriate stakeholders

ELEMENTS TO BE LINKED & OPTIMISED

Define intended outcomes, design

intervention

Prioritise and integrate

PRO

CESS

OU

TPU

TS

Employee communication

ENABLERS

STANDARD ELEMENT 11

HR SERVICE DELIVERY

⓫

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)

HR SERVICE DELIVERY SYSTEM

MONITOR & EVALUATE

HR strategy

HR policies and procedures

Clear roles and responsibilities for

management of people in the workplace

HR service delivery model and system

Service Level Agreement

Compliance monitoring

Employee communication

Laws, regulations,

codes, agreements

Management and employee support – guidance,

consultation, coaching

STANDARD ELEMENT 12

HR TECHNOLOGY

⓬

HR TECHNOLOGYDEFINITION

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 decision-

making, to align all employees towards the implementation of the organisation’s strategy.

SABPP (2013)

HR TECHNOLOGY MANAGEMENT SYSTEM

MONITOR &

EVALUATE

IT governance & security rules

Available technology (cost,

ROI)

HR management system & processes

HRIS & other HR/HRD

requirements

Plan and implement approved developmentsEnvironmental

scanning for new developments

Training and support

Legislative reqirements

STANDARD ELEMENT 13

HR MEASUREMENT

⓭

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)

HR MEASUREMENT SYSTEM

MONITOR &

EVALUATE

What are the drivers behind those issues?

What issues do we need to manage

(risks/opportunities)?

What are the outcomes specified

in the SLA?

How can we measure those in a Balanced

Score Card?

METRICS

METRICS FOR PEOPLE MANAGEMENT IN THE ORGANISATION

METRICS FOR HR EFFECTIVENESS/

EFFICIENCY

How can we measure those

drivers?Management system & resources to collect

and report

Financial and operational reporting

systems in organisation

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

We set HR standards!

professional@sabpp.co.za (Professional Registration)kenneth@sabpp.co.za (Stakeholder Relations)penny@sabpp.co.za (Research)naren@sabpp.co.za (Learning & Quality)marius@sabpp.co.za (Strategy inputs)voice@sabpp.co.za (Social media)

Website: www.sabpp.co.za Blog: hrtoday.meOffice: 8 Sherborne Str, ParktownTel: 011 482-8595 Fax: 011 482-4830Cel: 082 859 3593 (Marius Meyer)