DRAFT NATIONAL HRM SYSTEM STANDARD 2013 - · PDF fileSABPP 2013 | Draft HR Management System...
Transcript of DRAFT NATIONAL HRM SYSTEM STANDARD 2013 - · PDF fileSABPP 2013 | Draft HR Management System...
SABPP 2013 | Draft HR Management System Standards for South Africa 1
DRAFT NATIONAL HRM SYSTEM STANDARD 2013
CLOSING DATE FOR COMMENTS: 10 JULY 2013
SABPP 2013 | HR MANAGEMENT SYSTEM STANDARDS MODEL FOR SOUTH AFRICA 2
TABLE OF CONTENTS
PAGE
HR MANAGEMENT SYSTEM STANDARD MODEL FOR SOUTH AFRICA 3
1 Preface – Moving HR forward in a changing world of work 4
SECTION 1 5
2 Introduction 5
3 Acknowledgements 6
4 Benefits of using standards 7
SECTION 2
5 Standards scope 9
6 Corporate governance 9
7 International standards – compatibility 9
SECTION 3
8 Principles of Implementing a HR Management System Standard 12
9 Objectives of a HR Management System Standard 12
10 Continuous improvement 12
SECTION 4
11 Roles and responsibilities 14
SECTION 5 – NATIONAL HR SYSTEM STANDARD
1 Standard element 1: Strategic HR Management 15
2 Standard element 2: Talent Management 17
3 Standard element 3: HR Risk Management 19
4 Standard element 4: Workforce Planning 21
5 Standard element 5: Learning & Development 22
6 Standard element 6: Performance Management 25
7 Standard element 7: Reward 27
8 Standard element 8: Employee Wellness 29
9 Standard element 9: Employment Relations Management 31
10 Standard element 10: Organisation Development 33
11 Standard element 11: HR Service Delivery 35
12 Standard element 12: HR Technology 37
13 Standard element 13: HR Measurement 39
CONCLUSION 41
SABPP 2013 | HR MANAGEMENT SYSTEM STANDARDS MODEL FOR SOUTH AFRICA 3
HR MANAGEMENT SYSTEM STANDARDS MODEL FOR SOUTH AFRICA
The SABPP is proud to present the South African HR professional and business community with the
first version (2013) of the SABPP HR Management System Standards (HRMSS) Model. The model
encompasses the four phases of good quality management practice, i.e. prepare, implement, review
and improve, but contextualised for the field of HR Management.
The 13 HR standard elements as agreed by HR Directors are as follows:
Business strategy – HR alignment
1. Strategic HRM
2. Talent management
3. HR Risk Management
Functional/cross functional HR value chain
4. Workforce planning
5. Learning & Development
6. Performance management
7. Reward
8. Wellness
9. Employment Relations Management
10. Organisation Development
11. HR Service Delivery
12. HR Technology
Measurement
13. HR Measurement
SABPP 2013 | P R E F A C E 4
P R E F A C E
1. GETTING THE BASICS RIGHT IN HR – FOUNDATION FOR MOVING HR FORWARD IN A
CHANGING WORLD OF WORK
In the next few years, businesses all over the world will probably see an accelerating need for
improved HR management, learning facilitated talent mobility programmes, leadership development
and reengagement of their workforces. Finding the right talent and engaging employees in the right
behaviours remain the critical ingredients of how organisations manage the uncertain and volatile
economic conditions facing them today.
Talk about the need for change in this globally challenged work place environment, and even more
so in a developing and emerging economy such as South Africa.
HR needs to move rapidly towards a business driven profile away from the traditional transactional
workplace role of HR, driving the business model through talent management, business agility,
globalisation and flatter organisations, and this imperative encourages a rethink of many traditional
HR practices. Moreover, the need for a new focus on HR governance and risk management is key.
Leading practices include: continuous recruiting; continuous learning; continuous engagement;
continuous management and feedback; and continuous recognition and rewards. These define a
more agile model for HR. However, before we can drive leading practices, we need to get the basics
right.
The adoption of professionally accepted HR standards for South Africa can help all South African
organisations to move up the change curve more rapidly. Standards establish the good practice
pathway for organisations to follow.
The 13 elements of the SABPP HR standard reflect the new direction, driving business objectives
through effective and efficient workforce management.
SABPP 2013 | SECTION 1 – INTRODUCTION AND BENEFITS 5
SECTION 1 – INTRODUCTION AND BENEFITS
2. INTRODUCTION TO THE SABPP STANDARDS
The HR function in contemporary organisations is concerned with people enabling, people
development and a focus on making the “employment relationship” fulfilling for both management
and employees.
In recent decades, the idea of “resource centric organisation” has gained popularity. This involves
looking at all the resources utilised by the organisation in reaching its objectives and ensuring
optimal use of each resource separately and as an integrated whole. It has become imperative to put
“people first” while making sure of maximising the ROI (Return on Investment) on all resources. This
has led to the development of the modern HRM function which has to balance ensuring the
fulfilment of management objectives with ensuring that the needs of people resources are taken
care of, while maximising the contribution of human capital to the success of the business.
In this way, HR management (HRM) differs from personnel management not only in its broader
scope but also in the way in which its mission is defined. HRM goes beyond the administrative tasks
of personnel management and encompasses a broad vision of how management would like the
people resources to contribute to the success of the organisation.
Investors today are increasingly looking at the value of the intangible assets of a business in deciding
where to invest. There are several efforts underway globally to formulate an evidence-based
framework that can present valid information about how human capital, as one of the intangible
assets, can be evaluated as investment risk.
The SABPP HR Management System Standard emphasises the importance of human resource
management as a leadership imperative and management instrument for monitoring and verifying
the effective implementation of an organisation's HR strategy. Establishing standards is also an
essential part of conformity assessment activities such as external certification/registration and of
supply chain evaluation and compliance. Essentially, if you meet the national HR standard, but your
suppliers don’t, your business could be adversely affected, hence the need for a national HR
standard.
This SABPP Standards provide guidance on the management of HR management programmes, the
conduct of HR management systems, and on the competence of HR professionals applying the
standards, as well as providing a framework for HR service providers operating as consultants and
learning providers. The standards are intended to apply to a broad range of potential users,
including organisations implementing human resource management systems for the first time;
organisations needing to conduct benchmarking of existing management systems for contractual
reasons; and organisations needing to include HR into internal audit and risk assessment processes.
SABPP 2013 | ACKNOWLEDGEMENTS 6
The HR Standard can also be useful to organisations involved in certification/registration of
management systems, in accreditation or in standardisation in the area of conformity assessment.
The guidance in these SABPP Standards is intended to be flexible. As indicated at various points in
the text, the use of these guidelines can differ according to the size, nature and complexity of the
organisation, as well as its objectives and scope in wishing to implement a human resource
management system. Although these SABPP Standards are written for the defined elements of the
HR Management System, the user can consider adapting or extending the guidance provided herein
to apply to other elements such as leadership or audits.
At this stage, these SABPP Standards provide only “should” guidance. However, users can apply
them to develop their own mandatory integrated management system, relating requirements of
these Standards to international management system standards or specific internal requirements.
3. ACKNOWLEDGEMENTS
The assistance of the following people and organisations in developing these Standards is gratefully
acknowledged:
Lead Facilitator: Dr Michael Robbins, MD: IMOR (UK)
Standard 1 Facilitator: Elizabeth Dhlamini-Kumalo, HR Director: Sandvik
Standard 2 Facilitator: Marius Jacobs, Director: Talent Factor
Standard 3 Facilitator: Mohen Moopanar: Senior Manager Advisor: Ernest & Young
Standard 4 Facilitator: Annetjie Moore, Principal: Odgers Berndtson South Africa
Standard 5 Facilitator: Linda Chipunza, Head: Learnerships: FNB
Standard 6 Facilitator: Fienie Rossouw Janse van Rensburg, MD: Institute for Performance
Management
Standard 7 Facilitator: Mike Honnet, Director: Mike Honnet & Associates
Standard 8 Facilitator: Tracey Harper, Senior Integrated Workforce Health and Wellness Consultant:
EOH
Standard 9 Facilitator: Sithembele Stofile, Head: Professional Services: SABPP
Standard 10 Facilitator: Otto Pretorius, Principal Thought Leader & Director: QBit
Standard 11 Facilitator: Kate Dikgale-Freeman, Director: DNA Consulting
Standard 12 Facilitator: Dawid Swart, Change Manager: African Rainbow Minerals
Standard 13 Facilitator: Anthea Saffy, HRD Manager: Anglo Platinum
SABPP 2013 | ACKNOWLEDGEMENTS 7
SABPP also wants to thank the following professional bodies, associations and companies for their
enthusiastic support of the initiative:
Employee Assistance Professionals Association of South Africa
Human Capital Institute (Africa)
South African Reward Association
Southern African Organisation Development Network
South African Professional Trainers Association
International Society for Improvement (Southern African chapter)
Assessment Centre Study Group
QBit Consulting
Sage VIP Payroll
EOH
All standard writers, commentators and sponsors will be acknowledged in the final HR Standards
Guide and on the launch on 20 August 2013.
BENEFITS OF USING STANDARDS1
While the absence of standards perpetuate inconsistencies in practice, the benefits of standards as
described by the British Standards Institute are useful for this project:
Improved performance
Comparing present performance to standards allows the identification of gaps and
the formulation of plans to close those gaps.
Reduced risk
A systematic review of operations in comparison to standards can reveal
unidentified risks, which can then be analysed and mitigation strategies put in place.
Enhanced reputation
Adherence to standards is increasingly the floor requirement for tenders and
contracts. In the field of HR and people management, potential employees are
attracted to organisations that have a good reputation for developing people and
managing them well.
1 With acknowledgements to the British Standards Institute. www.bsigroup.com
SABPP 2013 | ACKNOWLEDGEMENTS 8
Encourage innovation
In a global economy of rapidly emerging new technologies and markets, standards
help set the rules and establish the frameworks, making it easier to innovate
successfully.
SABPP 2013 | SECTION 2 – SCOPE, GOVERNANCE AND LINKAGES 9
SECTION 2 – SCOPE, GOVERNANCE AND LINKAGES
4. SCOPE OF THE HR STANDARDS
These SABPP Standards establish a common set of criteria for the management of human resources
within all South African organisations, irrespective of size, sector or industry. This is a national
standard for all organisations in South Africa, including multinationals operating in South Africa.
5. CORPORATE GOVERNANCE
Corporate governance refers to the policies, procedures and processes according to which an
organisation is directed and controlled, according to the approaches adopted by the European
Central Bank and the King III Code and Report on Governance for South Africa. The corporate
governance structure specifies the distribution of rights and responsibilities among the different
participants in the organisation – such as the board, managers, shareholders and other stakeholders
– and lays down the rules and procedures for decision-making. Likewise, HR governance refers to
the policies, procedures and processes according to which HR is directed and controlled.
The overall purpose of a management review is to evaluate the suitability, adequacy, and
effectiveness of an organisation's management system, and to look for improvement opportunities.
Management reviews are also used to identify and assess opportunities to change an organisation’s
policy and procedures, to address resource needs, and to look for opportunities to improve its
products or services
For governance and management reviews to be effective, clear standards and requirements must be
established, and this HRMSS intends to ensure that HR is effectively governed and managed in South
Africa.
6. INTERNATIONAL MANAGEMENT STANDARDS – COMPATABILITY AND LINKAGES
The SABPP HR Standards are compatible with international management standards in their format
and requirements and as such, can be introduced into any organisation that is currently using one or
more of the sets of international standards. The South African HR Standards will provide clarity and
detail to implement relevant parts of the other international standards in our national context.
According to the International Standards Organisation a standard is a document that provides
requirements, specifications, guidelines or characteristics that can be used consistently to ensure
that materials, products, processes and services are fit for their purpose.
International standards in common use in organisations include:
SABPP 2013 | INTERNATIONAL MANAGEMENT STANDARDS – COMPATABILITY AND LINKAGES 10
International Standards Organisation (ISO)
The ISO has several series of standards:
ISO 9000 Quality management
ISO 14000 Environmental management
ISO 3166 Country codes
ISO 26000 Social responsibility
ISO 50001 Energy management
ISO 31000 Risk management
ISO 22000 Food safety management
ISO 639 Language codes
The Risk Management series is of particular relevance to HR. According to ISO 31000, risk is the
“effect of uncertainty on objectives”. An effect is a positive or negative deviation from what is
expected. Risk management refers to a coordinated set of activities and methods that is used to
direct an organisation and to control the many risks that can affect its ability to achieve objectives.
According to the Introduction to ISO 31000 2009, the term risk management also refers to the
architecture that is used to manage risk. This architecture includes risk management principles, a risk
management framework, and a risk management process.
The European Foundation for Quality Management (EFQM)
The EFQM’s Excellence Model is the most popular quality management tool amongst European
organisations. This Model uses 8 fundamental concepts of excellence :
SABPP 2013 | 11
Several of these fundamental concepts relate to people, and the implementation of HR policies,
procedures and systems.
Investors in People (IiP)
Investors in People, originating in the UK and now international, is a specialist set of Standards
focusing on people development as a source of strategy implementation. IiP was introduced to
South Africa in 2002 and has been implemented in over 500 organisations in this country. The SABPP
HRMS Standards and the IiP overlap to some extent, but will complement each other in reaching the
twin goals of business improvement through people and people development through work. The
SABPP HRMS Standard is a professional body standard and its focus is therefore on professional HR
practice.
SABPP 2013 | SECTION 3 – PRINCIPLES AND OBJECTIVES 12
SECTION 3 – PRINCIPLES AND OBJECTIVES
7. PRINCIPLES OF IMPLEMENTING A HUMAN RESOURCE MANAGEMENT SYSTEM
Whilst the implementation of an HRMS is about policies, procedures and systems, the people
context must not be forgotten. It is therefore important to hold the following principles:
Ethical conduct: the foundation of professionalism.
Trust, integrity, confidentiality and discretion are essential to HRM.
Fair presentation: the obligation to report truthfully and accurately.
Due professional care: the application of diligence and judgment in HRM
Risk-based approach.
It is therefore essential to read and apply the HRMS is conjunction with the National HR Competency
Model, given the fact that the competency standards in the latter model will support the
understanding and implementation of the HRMS.
8. OBJECTIVES OF A HUMAN RESOURCE MANAGEMENT SYSTEM
Objectives should be established for any HRMS, to direct the planning and conduct of the
management system. In other words, what advantage do we as an organisation want to achieve by
implementing an HRMS?
These objectives may relate to:
Management priorities,
Commercial intentions,
Integrated management system requirements,
Statutory, regulatory, contractual and legislative requirements,
Supplier evaluation,
Stakeholder requirements,
Risks to the organisation.
These SABPP standards will assist organisations to realise the specific objectives they have set for
their own HRMS.
9. CONTINUOUS IMPROVEMENT
These SABPP Standards establish the elements of a continuous improvement process to develop,
implement and maintain an effective HRMS. Continual improvement is a set of recurring activities
that an organisation carries out in order to enhance its ability to meet requirements. Continual
improvements can be achieved by carrying out audits, self-assessments, management reviews, and
SABPP 2013 | CONTINUOUS IMPROVEMENT 13
benchmarking projects. Continual improvements can also be realised by collecting data, analysing
information, setting objectives, and implementing corrective and preventive actions.
Within the spirit of integration and continuous improvement, the HRMS is also intended to provide
practice standards in support of the National HR Competency Model. In this way, an integrated
standards and competence-based approach is used. The implication is that HR practitioners need the
right competencies in order to implement the HRMS. The new National HR Competency Model is
depicted below:
SABPP 2013 | 14
SECTION 4 - IMPLEMENTATION
10. ROLES AND RESPONSIBILITIES
The CEO of SABPP is responsible for championing the National HR System Standard Model as a
national SABPP project.
The SABPP Higher Education Committee, and Learning and Quality Assurance Committee will
oversee the process of accrediting university and learning provider curriculum based on the
standard.
HR professionals in all organisations will be responsible for implementing the standard and the
workplace.
SABPP will provide auditors to conduct external audits within organisations. A clear process, criteria
and evidence requirements will be developed to assist in this process.
On 20-21 August at the National HR Standard Roll-Out Event, HR professionals will collectively decide
how the standards will be implemented in the workplace. They will then develop the “how to”
standard for applying the HRMSS.
SABPP 2013 | SECTION 5 - NATIONAL HR SYSTEM STANDARD 15
SECTION 5 - NATIONAL HR SYSTEM STANDARD
HR Standard Element
1
STRATEGIC HR MANAGEMENT
1.1 D E F I N I T I O N
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.
1.2 OBJECTIVES
1.2.1 To direct and ensure the HR strategy is aligned to the organisation’s objectives.
1.2.2 To provide a foundation for the employment value proposition of the organisation.
1.2.3 To establish a framework for the HR element of the organisation’s governance, risk and
compliance policies, practices and procedures which balance the needs of all stakeholders.
1.2.4 To provide strategic direction and measurements for strategic innovation and sustainable
people practices.
1.2.5 To analyse the internal and external socio-economic environment and provide proactive
people-related business solutions.
SABPP 2013 | SECTION 5 - NATIONAL HR SYSTEM STANDARD 16
1.3 IMPLEMENTATION
1.3.1 Translate the overall strategic intent of the organisation into HR strategy.
1.3.2 Position the strategic HR agenda as an integral part of strategic decision making and
operational plans.
1.3.3 Allocate HR resources and build capability to implement the HR mandate.
1.3.4 Provide the contextual foundation for the development of the policies, plans, practices and
procedures.
1.3.5 Ensure accountability and responsibilities for the execution of HR strategy is measured and
monitored within the governance framework of the organisation.
1.3.6 Drive continuous improvement and sustainability of the HR strategy through planned reviews
and integrated reporting.
1.4 NOTES
This standard element should be read and applied by taking cognisance of all the other standard
elements, but with a particular focus on talent management, HR risk management, workforce
planning, HR service delivery and HR measurement.
HR Competency Model: HR practitioners must be able to play an appropriate role in the following
outputs:
Participation of formulation on business strategy
Leadership in formulation of people strategy
HR Business Plan
SABPP 2013 | SECTION 5 - NATIONAL HR SYSTEM STANDARD 17
HR Standard Element
2
TALENT MANAGEMENT
2. 1 D E F I N I T I O N
Talent Management is the proactive design and implementation of a talent-driven business strategy
directed to attracting, deploying, developing, retaining and optimising the appropriate talent
requirements as identified in the workforce plan.
2.2 OBJECTIVES
2.3.1 To identify mission critical positions and leadership roles in the organisation into the future
from the Workforce Plan.
2.3.2 To set up processes and systems which will:
Attract a sustainable pool of talent for current objectives and future organisation needs.
Manage the retention and reward of talent.
Link high potential employees with key future roles in the organisation.
Identify through assessment the optimal development opportunities for talent.
2.3.4 To achieve consistent high levels of performance from employees.
2.3.5 To agree appropriate roles for all stakeholders in the development and management of talent.
2.3.6 To monitor and report on talent management key results areas and indicators.
SABPP 2013 | SECTION 5 - NATIONAL HR SYSTEM STANDARD 18
2.4 IMPLEMENTATION
2.4.1 Analyse the talent needs of the organisation.
2.4.2 Conduct a workforce and labour market trend analysis based on internal and external
requirements and realities.
2.4.3 Create a talent management system focusing on current and future needs.
2.4.4 Engage line management regarding talent requirements.
2.4.5 Decide on interventions to support effective talent management in the organisation.
2.4.6 Conduct a talent review linked to organisational objectives.
2.5 NOTES
This standard element should be read and applied by taking cognisance of all the other standard
elements, but with a particular focus on strategic HR management, HR risk management, workforce
planning, learning and development, organisation development, HR technology and HR
measurement.
HR Competency Model: HR practitioners must be able to play an appropriate role in the following
outputs:
Employment Value Proposition (EVP)
Skills acquisition and retention strategies
Leadership development
Integration of talent management activities
Succession management
SABPP 2013 | SECTION 5 - NATIONAL HR SYSTEM STANDARD 19
HR Standard Element
3
HR RISK MANAGEMENT
3.1 D E F I N I T I O N
HR Risk Management is a systematic approach of identifying and addressing human factors
(uncertainties and opportunities) that can either have a positive or negative effect on the realisation
of the objectives of an organisation.
3.2 OBJECTIVES
3.2.1 To increase the probability and impact of positive events and decrease the probability and
impact of negative events caused by human factors on the achievement of organisational objectives.
3.2.2 To align HR and people management practices within the governance, risk and compliance
framework and integrated reporting model of the organisation.
3.2.3 To ensure appropriate risk assessment practices and procedures relating to human factors are
embedded within the organisation.
3.2.4 To ensure appropriate risk controls are designed and applied to HR activities and
interventions.
3.2.5 To give the means to HR to play its key contributor role in creating and sustaining a risk culture
in an organisation.
3.3 IMPLEMENTATION
3.3.1 Position the role of HR in influencing and communicating the organisational risk culture.
3.3.2 Assess potential positive and negative human factor risks to achieving organisational
objectives.
SABPP 2013 | SECTION 5 - NATIONAL HR SYSTEM STANDARD 20
3.3.3 Identify and evaluate the potential risk impacts with regard to strategic and operational HR
activities.
3.3.4 Decide on appropriate risk appetites for the different components of the HR function.
3.3.5 Design and implement appropriate people-based risk management systems and risk controls.
3.3.6 Ensure all HR risk practices conform to the organisational governance, risk and compliance
strategies and policies including integrated reporting.
3.4 NOTES
This standard element should be read and applied by taking cognisance of all the other standard
elements, but with a particular focus on strategic HR management, talent management, reward
employment relations management, workforce planning, HR service delivery and HR measurement.
HR Competency Model: HR practitioners must be able to play an appropriate role in the following
outputs:
Governance principles and adherence
Legislation knowledge and compliance
HR Risk Management
SABPP 2013 | SECTION 5 - NATIONAL HR SYSTEM STANDARD 21
HR Standard Element
4
WORKFORCE PLANNING
4.1 D E F I N I T I O N
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.
4.2 OBJECTIVES
4.2.1 To design a strategic workforce plan meeting the needs of the organisation.
4.2.2 To align the workforce planning cycle with the strategic planning cycle of the organisation.
4.2.3 To evaluate and review workforce and labour market trends in relation to your industry sector.
4.2.4 To ensure appropriate budgeting or cost modelling to execute the workforce plan.
4.2.5 To manage the supply of appropriately qualified people to ensure an adequate pipeline of
appropriately qualified staff.
4.3 IMPLEMENTATION
4.3.1 Conduct skills gap analysis in conjunction with the development of organisational objectives.
SABPP 2013 | SECTION 5 - NATIONAL HR SYSTEM STANDARD 22
4.3.2 Decide on appropriate sourcing models either internally or externally to sustain organisational
performance (e.g. outsourcing, joint ventures, co-sourcing, partnerships).
4.3.3 Align workforce plan with employment value proposition and branding.
4.3.4 Translate the strategic workforce plan into operational capability.
4.3.5 Plan and implement enabling interventions to achieve your workforce plan (e.g. recruitment
and selection, succession planning).
4.3.6 Develop career planning processes and programmes.
4.3.7 Assess the impact of workforce strategy and planning on achieving organisational objectives.
4.4 NOTES
This standard element should be read and applied by taking cognisance of all the other standard
elements, but with a particular focus on strategic HR management, talent management, organisation
development and HR measurement.
HR Competency Model: HR practitioners must be able to play an appropriate role in the following
outputs:
Workforce planning and modeling
Job analysis and design
Assessment and selection
Local and international transfers
Terminations
SABPP 2013 | SECTION 5 - NATIONAL HR SYSTEM STANDARD 23
HR Standard Element
5
LEARNING AND DEVELOPMENT
5.1. D E F I N I T I O N
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.
5.2 OBJECTIVES
5.2.1 To enhance human performance in relation to organisational objectives.
5.2.2 To align learning and development plans to organisational strategy.
5.2.3 To create an occupationally competent and engaged workforce which builds organisational
capability in line with the objectives of the organisation.
5.2.4 To create a learning environment that enables optimal learning and growth.
5.2.5 To develop a culture that enables individual and team competency development in achieving
organisational objectives.
5.2.6 To position learning and development as a catalyst for continuous improvement, change and
innovation.
5.2.7 To evaluate the impact of learning and development interventions at an individual, team and
organisational level.
SABPP 2013 | SECTION 5 - NATIONAL HR SYSTEM STANDARD 24
5.3 IMPLEMENTATION
5.3.1 Formulate a learning and development strategy for an organisation.
5.3.2 Align learning and development strategy with organisational goals and culture.
5.3.3 Ensure all learning and development activities conform to appropriate quality and compliance
requirements and competency models.
5.3.4 Identify, select and implement the appropriate learning and development interventions
according to the identified organisational need.
5.3.5 Ensure the design and provision of learning and development interventions are appropriate
and integrated.
5.3.6 Leverage the utilisation of appropriate online technologies to accelerate learning capacity and
capability.
5.3.7 Evaluate the impact of learning and development to assess quality, impact and alignment.
5.4 NOTES
This standard element should be read and applied by taking cognisance of all the other standard
elements, but with a particular focus on strategic HR management, talent management, organisation
development, performance management and HR measurement.
HR Competency Model: HR practitioners must be able to play an appropriate role in the following
outputs:
HRD strategy and planning
Competency modeling and competency assessment
Training logistics and administration
Training needs analysis
Management of learning providers
Design and delivery of development activities
Evaluation of L&D interventions
Coaching and mentoring
Induction/orientation
Individual Development Plans (IDPs) and Career Management
Knowledge Management
SABPP 2013 | SECTION 5 - NATIONAL HR SYSTEM STANDARD 25
HR Standard Element
6
PERFORMANCE MANAGEMENT
6.1 D E F I N I T I O N
Performance management is a planned process of directing, supporting, aligning and improving
individual and team performance in enabling the sustained achievement of organisational
objectives.
6.2 OBJECTIVES
6.2.1 To translate and cascade broad organisational performance drivers into team and individual
performance targets.
6.2.2 To establish an appropriate performance management process, methodology and system
relevant to the needs, size, scope and complexity of the organisation.
6.2.3 To provide appropriate performance consequences (reward, recognition and development
opportunities) that attract, retain and motivate employees.
6.2.4 To ensure fair, ethical and organisation cultural practices focusing on the achievement of
performance targets.
6.2.5 To create and maintain a high performance organisation culture driving sustainable
performance.
6.2.6 To measure progress against agreed individual and team objectives that enable attainment of
organisational objectives.
SABPP 2013 | SECTION 5 - NATIONAL HR SYSTEM STANDARD 26
6.3 IMPLEMENTATION
6.3.1 Develop a performance management strategy and policy for an organisation.
6.3.2 Implement an appropriate performance management system.
6.3.3 Ensure all staff are aware of the performance management process and system.
6.3.4 Establish a framework for linking reward to performance.
6.3.5 Ensure performance management system is integrated with the overall organisation
management system.
6.3.6 Ensure the performance management system has a mechanism for dealing with under-
performance.
6.3.7 Establish a performance driven culture focusing on outputs and targets.
6.3.8 Evaluate the effectiveness of the performance management system.
6.4 NOTES
Performance management is a line management responsibility, supported by HR through providing
processes, procedures and systems.
This standard element should be read and applied by taking cognisance of all the other standard
elements, but with a particular focus on strategic HR management, talent management, HR risk
management, learning and development, organisation development, HR service delivery and HR
measurement.
HR Competency Model: HR practitioners must be able to play an appropriate role in the following
outputs:
Performance management strategy, policy and processes
Setting of performance standards and assessment of performance
Performance improvement
SABPP 2013 | SECTION 5 - NATIONAL HR SYSTEM STANDARD 27
HR Standard Element
7
REWARD
7.1 D E F I N I T I O N
Reward is a strategy and system that enables organisations to offer an employment value
proposition to employees in accordance with fair and appropriate levels of reward in recognition for
their contribution to the achievement of agreed deliverables in line with organisational objectives
and values. (An employment value proposition is the “deal” – what we offer as a total employment
experience to employees and what we demand in exchange.)
7.2 OBJECTIVES
7.2.1 To design and implement an appropriate employment value proposition aligned with
organisation culture and objectives, and achieving a balance between the needs of the employer and
employee.
7.2.2 To deliver a fair and equitable reward system or process and system that is ethical, cost
effective and sustainable.
7.2.3 To ensure compliance with organisational governance principles and practices aligned to
national governance codes of practice and relevant legislation.
7.2.4 To ensure your employment value proposition is in line with current industry and sector
norms.
SABPP 2013 | SECTION 5 - NATIONAL HR SYSTEM STANDARD 28
7.3 IMPLEMENTATION
7.3.1 Establish a remuneration committee or other appropriate mechanisms for determining reward
structures, philosophy and policy.
7.3.2 Formulate a remuneration strategy and policy for your organisations that attracts, motivates
and retains staff.
7.3.3 Ensure the reward strategy is aligned with appropriate legislative, governance and other
directive requirements.
7.3.4 Identify and implement policies, practices and procedures that enable the rewards system to
operate effectively.
7.3.5 Ensure understanding and awareness of the reward system.
7.3.6 Align and integrate reward with other HR practices (e.g. performance review) for optimal
impact.
7.3.7 Benchmark and review the reward policy, process and practices at regular intervals to ensure
relevance and impact (pay scales, benefits, incentives, etc).
7.4 NOTES
This standard element should be read and applied by taking cognisance of all the other standard elements, but with a particular focus on strategic HR management, talent management, HR risk management, performance management and HR measurement.
HR Competency Model: HR practitioners must be able to play an appropriate role in the following
outputs:
Rewards policy and systems
Benchmarking
Job Evaluation
Salary structuring
Salary and wage reviews
Payroll
Incentives
Employee Conditions of Employment and Benefits
SABPP 2013 | SECTION 5 - NATIONAL HR SYSTEM STANDARD 29
HR Standard Element
8
EMPLOYEE WELLNESS
8.1 D E F I N I T I O N
Employee wellness is a strategy to ensure that a safe and healthy work 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.
8.2 OBJECTIVES
8.2.1 To promote opportunities and guidance that enables employees to engage in effective
management of their own physical, mental, financial and social well-being.
8.2.2 To enable the employer to manage all aspects of employee wellness that can have a negative
impact on employees’ ability to deliver on organisational objectives.
8.2.3 To promote a safe and healthy working environment in pursuit of optimum productivity and
preserve human life and health.
8.2.4 To reduce employee risk emanating from health and wellness issues.
8.2.5 To contain health and wellness costs.
8.2.6 To enhance the employment value proposition by means of promoting a culture of individual
health and overall organisational wellness.
SABPP 2013 | SECTION 5 - NATIONAL HR SYSTEM STANDARD 30
8.3 IMPLEMENTATION
8.3.1 Evaluate the organisational need and set objectives and boundaries for wellness programmes
paying particular attention to high risk groups.
8.3.2 Formulate employee wellness strategy, policies and relevant HR procedures, fair to all
employees, to promote and manage wellness programmes and risks.
8.3.3 Promote awareness of the wellness policy, strategy and procedures of the organisation.
8.3.4 Maintain statistical records across the organisation with regard to all aspects of wellness and
specific case and incident analysis.
8.3.5 Consider flexible work practices and other alternative work arrangements to promote work
life balance where possible.
8.3.6 Review the effectiveness of wellness programmes and interventions in support of operational
objectives.
8.4 NOTES
This standard element should be read and applied by taking cognisance of all the other standard
elements, but with a particular focus on strategic HR management, HR risk management, employee
relations management, performance management and HR measurement.
HR Competency Model: HR practitioners must be able to play an appropriate role in the following
outputs:
Wellness strategy and policy
Occupational Health and Safety
Chronic disease management
Management of opportunities for people with disabilities
Quality of work life and wellbeing
Employee services
SABPP 2013 | SECTION 5 - NATIONAL HR SYSTEM STANDARD 31
HR Standard Element
9
EMPLOYMENT RELATIONS MANAGEMENT
9.1 D E F I N I T I O N
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.
9.2 OBJECTIVES
9.2.1 To create a climate of trust, cooperation and stability within an organisation.
9.2.2 To ensure appropriate and effective conditions of employment and fairness across all levels of
employees.
9.2.3 To achieve a harmonious and productive working environment.
9.2.4 To meet the employer’s duty of care towards its employees and other stakeholders.
9.2.5 To provide a framework for conflict resolution and collective bargaining where relevant.
9.2.6 To ensure capacity building and compliance to relevant labour legislation and codes of good
practice (ILO and Department of Labour).
9.3 IMPLEMENTATION
9.3.1 Formulate appropriate employment relations strategies, structures, policies, practices and
procedures.
SABPP 2013 | SECTION 5 - NATIONAL HR SYSTEM STANDARD 32
9.3.2 Implement appropriate dispute resolution mechanisms (mediation, arbitration, conciliation).
9.3.3 Provide appropriate procedures to manage discipline and grievances.
9.3.4 Ensure all employment relations procedures, policies and practices conform to appropriate
legislation and codes of good practice.
9.3.5 Create effective communication channels and building relationships between stakeholders.
9.3.6 Evaluate the state of employment relations by conducting appropriate employment relations
audits to establish current climate and associated risks.
9.3.7 Enhance the established practices and procedures by innovative interventions that foster
sound relationships.
9.3.8 Leverage employment relations to promote diversity and prevent unfair discrimination.
9.3.9 Contribute to community development that improves the socio-economic environment of
employees.
NOTES
The role of the line manager is critical in maintaining sound employment relations, but HR should
support managers with this duty.
This standard element should be read and applied by taking cognisance of all the other standard
elements, but with a particular focus on strategic HR management, HR risk management, employee
wellness, performance management and HR measurement.
HR Competency Model: HR practitioners must be able to play an appropriate role in the following
outputs:
Employment Relations (ER) Strategy
Working with lawyers and agreements
ER Advice
Collective ER (a) Relationships and (b) Negotiations
Grievances and Conflict
Strikes and lockouts
Disciplinary cases
Dismissals and unfair labour practices
Restructuring – acquisitions, mergers, demergers, downsizing and outsourcing
SABPP 2013 | SECTION 5 - NATIONAL HR SYSTEM STANDARD 33
HR Standard Element
10
ORGANISATION DEVELOPMENT
10.1 D E F I N I T I O N
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.
10.2 OBJECTIVES
10.2.1 To establish links with organisational purpose across all levels and functions of an
organisation.
10.2.2 To ensure organisation design facilitates the purpose of the organisation.
10.2.3 To improve the ability of individuals, teams, departments and functions to work co-
operatively to meet organisation objectives and optimise engagement at work.
10.2.4 To facilitate stakeholder engagement in all OD processes to ensure optimum buy-in.
10.2.5 To build the relevant OD capability to meet organisational needs.
10.2.6 To ensure compliance with relevant continuous improvement principles and practices
SABPP 2013 | SECTION 5 - NATIONAL HR SYSTEM STANDARD 34
10.3 IMPLEMENTATION
10.3.1 Design, develop and prioritise appropriate responses to systemic OD issues identified by
means of relevant diagnostic methodologies.
10.3.2 Ensure the clarity of OD interventions by identifying the anticipated outcomes of the OD
process.
10.3.3 Ensure OD has a clear implementation roadmap that is applicable to the organisation
structure, culture and processes.
10.3.4 Facilitate relevant change and improvement activities in line with agreed organisational
requirements.
10.3.5 Contribute to creating, building and sustaining the organisation culture needed to optimise
the purpose and strategy of the organisation.
10.3.6 Define an efficient and effective OD measurement system and its link to achieving
organisational goals.
10.4 NOTES
This standard element should be read and applied by taking cognisance of all the other standard
elements, but with a particular focus on strategic HR management, HR risk management, employee
wellness, performance management, learning and development and HR measurement.
HR Competency Model: HR practitioners must be able to play an appropriate role in the following
outputs:
Organisation behavior
Employee engagement
Team functioning
Organisational change
Healthy organisation culture
Employee communication
Productivity
SABPP 2013 | SECTION 5 - NATIONAL HR SYSTEM STANDARD 35
HR Standard Element
11
HR SERVICE DELIVERY
11.1 D E F I N I T I O N
HR Service Delivery can be defined as the adequate provision of HR services meeting the needs of
the organisation and its employees which enables delivery or f organisational goals and targets.
11.2 OBJECTIVES
11.2.1 To ensure timeousness, consistency and quality in the delivery of HR services.
11.2.2 To ensure sustainability of HR practices within the organisation.
11.2.3 To support the effective management of the human element in an organisation.
11.2.4 To provide effective professional advice and guidance to managers and employees regarding
the correct implementation of labour laws, HR policies, practices and procedures.
11.2.5 To establish functional standards for HR record-keeping and administration.
11.2.6. To measure employee engagement and satisfaction with the delivery of HR services.
11.2.7 To capture and provide management and the board with appropriate HR data and statistics.
SABPP 2013 | SECTION 5 - NATIONAL HR SYSTEM STANDARD 36
11.3 IMPLEMENTATION
11.3.1 Design and implement HR policies, practices and procedures.
11.3.2 Design and implement the HR management system.
11.3.3 Ensure adequate understanding of the role of HR within an organisation.
11.3.4 Establish relevant communication channels with both management and employees to
address relevant HR matters.
11.3.5 Ensure a user-friendly mechanism for understanding, promoting and ensuring compliance
with all appropriate legislation applicable to the organisation.
11.3.6 Determine the methodology and process for establishing HR client satisfaction.
11.3.7 Provide independent professional oversight, guidance and consulting with regard to HR
policy, strategy and organisational people practices and ethical values.
11.3.8 Facilitate appropriate interventions building organisational culture and capacity.
11.4 NOTES
This standard element should be read and applied by taking cognisance of all the other standard
elements, but with a particular focus on strategic HR management, HR risk management, employee
wellness, employment relations, performance management, learning and development and HR
measurement.
HR Competency Model: HR practitioners must be able to play an appropriate role in the following
outputs:
Customer orientation
Management of HR function
Management of outsourced functions
Policy development and administration
Maintenance of documentation and records
SABPP 2013 | SECTION 5 - NATIONAL HR SYSTEM STANDARD 37
HR Standard Element
12
HR TECHNOLOGY
12.1 D E F I N I T I O N
HR technology is the effective utilisation of relevant technological applications and platforms that
provide accessible and accurate data, information, knowledge and intelligence that enables more
effective decision-making in enabling employees towards the implementation of organisational
strategy.
12.2 OBJECTIVES
12.2.1 To consolidate and rapidly extract relevant data in real time that empowers more effective
HR decision making.
12.2.2 To deliver effective presentation of HR data and information to board and executive
committee meetings.
12.2.3 To allow easy access to relevant data in compliance with relevant data security and other
information technology compliance requirements, laws, codes and standards (privacy).
12.2.4 To create more capacity within existing HR structures to deliver value-adding activity.
12.2.5 To streamline the HR Management System and its associated processes for effective use.
12.2.6 To enable the effective implementation of change and improvements to the HR Management
System.
SABPP 2013 | SECTION 5 - NATIONAL HR SYSTEM STANDARD 38
12.3 IMPLEMENTATION
12.3.1 Formulate an HR Technology policy and strategy.
12.3.2 Analyse and prioritise all the relevant HR categories of data and information.
12.3.3 Forecast future system load/spare capacity.
12.3.4 Design the specification for the HR Information Technology system (i.e. software or
purchase).
12.3.5 Upload and configure data to the system.
12.3.6 Test the effectiveness of the system before implementation.
12.3.7 Build capacity of relevant staff members to access and use the system.
12.3.8 Implement continuous improvement process.
12.3.9 Ensure HR-IT policies, practices and procedures are aligned with organisational IT
governance.
12.3.10 Monitor and evaluate the effectiveness of the system.
12.4 NOTES
This standard element should be read and applied by taking cognisance of all the other standard
elements, but with a particular focus on strategic HR management, talent management, employee
wellness, performance management, learning and development, HR service delivery and HR
measurement.
HR Competency Model: HR practitioners must be able to play an appropriate role in the following
outputs:
HR Management Systems and use of technology
Leverage of technological developments
Innovation
SABPP 2013 | SECTION 5 - NATIONAL HR SYSTEM STANDARD 39
HR Standard Element
13
HR MEASUREMENT
13.1 D E F I N I T I O N
HR measurement is a continuous process of gathering, analysing, interpreting and presenting
quantitative and qualitative data to measure and align the impact of HR practices on organisational
objectives, including facilitating internal and external auditing of HR polices, processes, practices and
outcomes.
13.2 OBJECTIVES
13.2.1 Determine measurement approaches, methodologies and metrics to assess the effectiveness
and efficiency of HR practices.
13.2.2 Identify relevant measurement areas for the purpose of integrated reporting.
13.2.3 Implement appropriate tools and methods to measure the efficiency, effectiveness and
consistency of HR practices across the whole organisation.
13.2.4 Provide a clear framework for measuring HR impact on the bottom-line of the organisation.
13.2.5 Develop performance indicators for HR service delivery and business impact.
13.3 IMPLEMENTATION
13.3.1 Develop an integrated HR measurement and systems framework for gathering data and
business intelligence.
13.3.2 Ensure data accuracy and integrity.
13.3.3 Establish and implement appropriate approaches, methodologies and metrics for the
organisation.
SABPP 2013 | SECTION 5 - NATIONAL HR SYSTEM STANDARD 40
13.3.4 Develop an HR scorecard and relevant dashboard with key indicators and metrics for the
organisation.
13.3.5 Create awareness and build organisational capability for utilising and optimising HR
measurement, metrics and audits.
13.3.6 Conduct an internal and external audit of the HR function and people practices of the
organisation.
13.3.7 Measure the level of employee engagement and organisation climate and implement
appropriate solutions.
13.3.8 Ensure HR reporting is infused in overall organisational governance and integrated reporting.
13.3.9 Assess level of alignment of HR and people practices with business strategy.
13.3.10 Monitor the key indicators of the HR dashboard and address all risk areas.
13.4 NOTES
This standard element should be read and applied by taking cognisance of all the other standard
elements, but with a particular focus on strategic HR management, talent management, HR risk
management, performance management, learning and development, HR service delivery and HR
technology.
HR Competency Model: HR practitioners must be able to play an appropriate role in the following
outputs:
Benchmarking and research
HR and business metrics
Use of metrics and analytics
Value adding reporting at operational, tactical and strategic levels
SABPP 2013 | CONCLUSION 41
CONCLUSION
This document provides a summary of the draft HR standards generated on 21 May 2013. The
SABPP board and staff members are very excited about this major milestone in the history of HR in
South Africa, and we trust that the HR professional community will share our excitement. It is our
vision that we should all collaborate in setting and raising the standard of HR work, irrespective of
our area of specialisation. We ask the HR professional community to support this ground-breaking
initiative by commenting on the first set of HR standards for South Africa. Moreover, once the final
standards are available we will all be implementers of the standards. The HR standards project will
elevate HR to the level of other professions and provide a common platform for driving sound HR
practice at all workplaces, irrespective of the type of industry and size of the organisation.
We look forward to your comments by 10 July, and we invite you to join us in launching the HR
Standards on 20 August. We will continue engaging with the HR community on the special blog
created for the standards (hrtoday.me), also follow us on twitter @SABPP1 for regular updates.
Submit comments to Marius Meyer on
[email protected] by 10 July 2013
Tel: (011) 482 8595