Marius Meyer - SABPP IPM NAMIBIA 12 AUGUST 2014
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Transcript of Marius Meyer - SABPP IPM NAMIBIA 12 AUGUST 2014
Marius Meyer, CEO: SABPP
12 August 2014
@SABPP1
SOUTH AFRICA AND NAMIBIA LEADING THE WORLD WITH NATIONAL HR
STANDARDS
The role of HR …
Agenda
• Part A: HR trends and best practices
• Part B: State of HR profession
• Part C: HR Competency Model & National HR
Standards
• Identifying talent issues before they impact the
business
• Adjusting HR strategies to respond to changing
business needs
• Understanding how HR business partners can
support the business
The results of our research indicated that our top three priority
CCR’s include the following:
SABPP Strategic Vision
“To Professionalise the HR Profession”
SABPP - ETQASABPP – Registration
CommitteeHRD
Committee
Business Leader’s
Expectations
OR
Critical Customer Requirements
(CCR’s)
Key HR Business Partner Outputs
Competencies
Care
er P
ath
s
Le
arn
ing
So
lutio
ns
SABPP Strategic Vision
“To Professionalise the HR Profession”
SABPP - ETQASABPP – Registration
CommitteeHRD
Committee
Business Leader’s
Expectations
OR
Critical Customer Requirements
(CCR’s)
Key HR Business Partner Outputs
Competencies
Care
er P
ath
s
Le
arn
ing
So
lutio
ns
1Communicating organisational culture/values to Employees
1Keep abreast of new legislation that may impact on business
1Preparing for different situations
2Responding to organisational changes
2Managing conflict between managers
2Assessing Employee attitudes
3Enforcing standard HR policies and procedures
3Resolving political problems in the execution of business plans
4Respond to manager needs
4Retention of talent within the business
5Capacity building/Skills development
6Quickly responding to employee needs
6Communication around HR in general
11Tracking trends in employee behaviours and attitudes.
11Keep the line updated on HR initiatives
13Prioritizing across HR Needs
25Utilising new business strategies
30Developing the next generation of leaders
32Identifying talent issues before they can impact on the business
35Identifying HR Metrics
42Adjusting HR strategies to respond to changing business needs
43Understanding how HRB’s can support the business
48Redesigning Organisational Structure around strategic objectives
54Understanding the Talent needs of the business
TOTALCCR
1Communicating organisational culture/values to Employees
1Keep abreast of new legislation that may impact on business
1Preparing for different situations
2Responding to organisational changes
2Managing conflict between managers
2Assessing Employee attitudes
3Enforcing standard HR policies and procedures
3Resolving political problems in the execution of business plans
4Respond to manager needs
4Retention of talent within the business
5Capacity building/Skills development
6Quickly responding to employee needs
6Communication around HR in general
11Tracking trends in employee behaviours and attitudes.
11Keep the line updated on HR initiatives
13Prioritizing across HR Needs
25Utilising new business strategies
30Developing the next generation of leaders
32Identifying talent issues before they can impact on the business
35Identifying HR Metrics
42Adjusting HR strategies to respond to changing business needs
43Understanding how HRB’s can support the business
48Redesigning Organisational Structure around strategic objectives
54Understanding the Talent needs of the business
TOTALCCR
Part A:
HR Trends & Best Practices
Where is HR going globally and in South Africa?
What are the major HR trends and best practices?
PARADIGM SHIFT
OPERATIONAL MINDSET
• Day-to-day tasks
• Transactional HR
• Getting things done
• Crisis reactive management
• Doing things now
• Training for tasks
• Managing people
• Internal focus
• Short-term measures
STRATEGIC THINKING
• Long term priorities
• Transformational HR
• Creating value
• Proactive management
• Planning things for future
• Organisational capability
• Leading people
• External focus
• Strategic measures - metrics
IBM CEO Study 2012:
Factors impacting organisations
1 Technology factors (71%)2 People skills (69%)3 Market factors (68%)4 Macro-economic factors5 Regulatory concerns6 Globalisation7 Socio-economic factors8 Environmental issues9 Geopolitical factors
IBM CEO Study 2012
Maslow’s needs in 2014
HR Trends
• HR as Strategic Partner and Talent Management
• HR Governance
• HR Risk Management
• New role to impact ethics in organisations
• HR contribution to CSR and socio-economic
situation - sustainability
• HR Technology and Social Media
• HR standards and metrics – integrated reporting
• HR Competency models - professionalism
HR manager’s response to
metrics?
Biggest Opportunities for HR
IBM: Working beyond Borders
• Cultivating creative leaders
• Mobilising for greater speed and flexibility
• Capitalising on collective intelligence i.e. collaboration
Most important organisational
capabilities over the next five years
IBM: Working beyond Borders
31%
33%
34%
37%
28% 30% 32% 34% 36% 38%
Innovation
Client connectivity
Execution speed
Leadership
Most important leadership qualities
over the next five years
IBM: Working beyond Borders
35%
52%
60%
0% 10% 20% 30% 40% 50% 60% 70%
Ability to balance work and lifedemands
Integrity
Creativity
Part B:
State of HR Profession
What is the current state of HR?
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 R197 million per day.
More facts about HR
• SA losing R12 billion a year due to absenteeism.
• Only 5% of employees understand business
strategy.
• World-wide only 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%.
Operational Management Consistency in the
Management of People
One of the toughest things to be is consistent
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.
Global approaches to standards
• Production and safety lead – ISO standards
• Professional standards – accounting
• Top global companies – their own standards
• Canada – HR Standards & Metrics
• USA – HR Metrics (SHRM)
• ISO HR project started
• South African National HR Standards
• HR Standards in Namibia
468 HR Leaders developing
HR Standards for South Africa
HR Standards Facilitators
Kate Dikgale-Freeman Michael Robbins Linda Chipunza
BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
❶ StrategicHRM
❷ TalentManagement
❸ HR RiskManagement
HR ARCHITECTURE
HR VALUE & DELIVERY PLATFORM
❹Work-force
planning
❺
Learning
❻Perfor-mance
❼
Reward
❽Well-ness
❾ERM
❿OD
⓫ HR Service Delivery
⓬HR 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
STRATEGIC HR
MANAGEMENT STANDARDDEFINITION
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 STANDARD ELEMENT:
IMPLEMENTATION
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
1. Strategic HRM
2. Talent Management
3. HR Risk Management
4. Workforce Planning
5. Learning & Development
6. Performance Management
7. Reward & Recognition
8. Employee Wellness
9. Employment Relations Management
10. Organisation Development
11. HR Service Delivery
12. HR Technology
13. HR Measurement
• Strategy & Strategic HR Planning
• Talent Management
• HR Assurance
• Sourcing and placing
• Capacity Building
• Performance Management
• Remuneration & Reward
• HR Assurance & Wellness
• Employee Relations Management
• Organisation Culture Development
• HR Administration, Reporting
• HRIMS
• People Management Benchmarking
Market reaction to project
COUNTRY INTEREST• All over SA (all 9 provinces)
• USA (SHRM and ISO)
• UK (CIPD)
• Australia
• Netherlands
• Zimbabwe
• Zambia
• Botswana
• Namibia
• Lesotho
• Swaziland
• Kenya
• Ghana
• Malaysia
IMPACT• 468 HR Managers at launch
• More than 1300 people at awareness sessions
• 145 CEOs from 12 African countries
• Published in 5 local textbooks
• Published in 1 global textbook
• 33 articles
• 6 newspaper articles
• National television
• 4 radio stations
• 21 universities on board
• 19 professional bodies/associations
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/Line relationship?
HR RISK MANAGEMENT
DEFINITION
HR Risk Management is a systematic
approach of identifying and addressing people
factors (uncertainties and opportunities) that
can either have a positive or negative effect
on the realisation of the objectives of an
organisation.
SABPP (2013)
LIFE IS ABOUT RISKS – THE HUMAN LIFE CYCLE
FIRST 20 YEARS
1 – 18 years
19 – 21 years
MIDDLE 40 YEARS
Death
Before birth
LAST 20 - 40 YEARS
0 – 2 years
Retirement
Importance of HR Risk
Dave Beretti, City of Cape Town
“In any organisation people are the single most valuable asset, but if badly
managed, they can become the organisation’s
greatest liability.”
Risk + readiness
SABPP HR Risk Study
Source: SABPP (2010)
H R R I S K S – 8 African countries
• Safety - accidents
• Skills shortages/gaps
• Incompetence
• Employee disengagement
• Strikes & poor employment relationships
• Fraud/corruption
• Stress
• Staff turnover
• Low staff satisfaction –impact on customer satisfaction
• Cyber security
• Conflict/disputes
• Diversity problems
• Sexual harassment
• Expatriate issues
• Non-compliance
HR Risk example
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
Wors Analysis
Wors Analysis
WEAKNESSES
• Low visibility of HR
• Poor communication
• Lack of technology
• Low satisfaction levels
OPPORTUNITIES
• Local skills development
• Stronger talent pipeline
• Alliances in countries
• E-learning
RISKS
• Safety of staff
• Political risk - countries
• Regulatory challenges
• Capacity to deliver
• Employee retention
STRENGTHS
• Good learning centre
• Clear talent pools
• Ethical culture
• Sound leadership
• Great team of expats
Do you manage HR risk?
Part C:
HR Competencies
What competencies do we need to deliver world-
class HR work?
Competency levels of the top 10
HR priorities
Priority Area Priority
Weight
Competency
Weight
Priority
Rank
Competency
Rank
Creating a high-performance culture /
Performance management 3.91 3.42 1 6
Leadership and management
development 3.79 3.36 2 8
Skills development 3.77 3.58 3 3
Focus on corporate values, ethics 3.71 3.45 4 4
Industrial / Employee relations 3.69 3.70 5 2
Customer service / relations 3.68 3.43 6 5
Employee engagement 3.68 3.35 7 9
Change management 3.68 3.22 8 16
Crafting and implementing HR strategy 3.64 3.40 9 7
HR policies and procedures 3.62 3.71 10 1
HR Survey (2011)
HR COMPETENCY HOUSE
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
How to become a strategic thinker
• Study the strategy of your business
• Study the strategies of other businesses
• Read more about strategy – FM, HBR
• Internalise the annual report of your
company
• Identify HR opportunities from the strategy
• Put your strategy on one page
• Develop an HR Risk Framework
• Do proper HR analytics and metrics
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
HR ARCHITECTURE
I
HR VALUE & DELIVERY PLATFORM
Work-force
planning
Learning&
Deve-lopment
Perfor-manceMana-
gement
Reward &Recogni-
tion
Em-ployee
wellness
Employ-ment Rela-
tions
Organi-sationDeve-
lopment
HR Service Delivery
HR Technology(HRIS)
©SABPP PROFESSIONAL PRACTICE STANDARDS
RecruitmentSelectionOnboardingEmployment equitySuccession planningCareer management
Workplace learningTraining needs analysisLearning designFacilitationEvaluationLearning cultureKnowledge managementGraduate development
Performanceappraisals
RemunerationWellness
programmes
Grievance proceduresDisciplinary proceduresCollective bargainingDispute resolutionDiversity managementAbsenteeism management
Leadership developmentOrganisation cultureChange managementMentoring & CoachingOrganisation designEmployee engagement
HRIS
Lessons learned
• Proper planning is key
• Balance the needs and interests of different
stakeholders
• If you want to get it done, balance quality with
speed
• If you want progress, the professional body should
drive the initiative and deliver
• Broad consultation vs speed
• Competency model needed for capacity
• Functional excellence vs overall system
• Communication and engagement
Top management perspective
“The human resource professional in
an organisation needs to be an integral part of the leadership and
the ‘right hand’ of the chief executive. Establishing and sustaining an ethical ethos, the HR professional must work closely with the executive
leadership team to define and promote the culture of an
organisation based on the underlying values and then entrench the culture
through all the touch points in the human capital value chain.”
Edward Kieswetter, CEO: Alexander Forbes
HR excellence: It is all about alignment
Conclusion
Today, South Africa and Namibia are leading
the world on the journey towards National HR
Standards. Drive high impact strategic HR
thinking, plans and results. Best wishes with
the HR standards process in Namibia.
Congratulations to IPM Namibia and your HR
community!
Let us rise to the challenge and
deliver strategic HR excellence
SABPP BLOG
For regular updates join our special
HR Standards Blog:
www.hrtoday.me
Let us build a great HR profession in Namiba!
[email protected] (Professional Registration)
[email protected] (Stakeholder Relations)
[email protected] (Research)
[email protected] (Learning & Quality)
[email protected] (Strategy inputs)
[email protected] (Social media)
Website : www.sabpp.co.za
New office: 8 Sherborne Str, Parktown, South Africa
Tel: +27 11 482-8595 Fax: 011 482-4830
Cel: 082 859 3593 (Marius Meyer)