SABPP HR Standards Cape Town 19 November 2014
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Transcript of SABPP HR Standards Cape Town 19 November 2014
Marius Meyer, CEO: SABPP
19 November 2014
@SABPP1
Great to be with you!
Where can you get the slides?
OPTION 1: FAST WAY
• www.slideshare.net/SABPP • Twitter: @SABPP1 • Blog: hrtoday.me
OPTION 2: SLOW WAY
• Via email tomorrow
FOLLOW US ON : @sabpp1 SABPP @siphiwemoyo Chairman
@mariussabpp CEO @xolani_mawande COO
@jacoduplessisza Social
#hrstandards #sabpp
Maslow’s needs in 2014
Thank you for your support
I want to thank the 3000+ 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
Today I am sure of only 4 things:
1. Change
2. Parliament is not boring anymore
3. We will sit in the traffic if we leave too late today
4. We manage HR poorly
SABPP Professional Values
RESPONSIBILITY
I
RESPECT
INTEGRITY
COMPETENCE
Importance of ethics for HR
New SABPP Model: HR Voice for Professionals
Human resource development
Research -‐ info
Value & visibility
Open for alliances
InnovaLon
CPD
Excel-‐lence
Quality assurance
Learning growth & develop-‐ment
Knowledge
Self-‐governance Duty to society
Ethics
Professional registration levels
• M/D degree + 6 years top level experience • LoW = execuLve level
MHRP (Master)
CHRP (Chartered)
• Degree/ND + 3 years experience • LoW = middle management HRP (Professional)
HRA (Associate)
• CerLficate + 1 year experience
• LoW = entry HRT (Technician)
• Hons degree + 4 years sr experience • LoW = senior management
• 2 year dip + 2 years experience • LoW = junior level
NEXT STEP – BECOME A REGISTERED HR PROFESSIONAL
Apply to [email protected] so that we can register you
as an HR professional in accordance with NQF Act
(Act no 67 of 2008).
Marius Meyer, SABPP CEO receiving the SAQA cerBficate of professional body recogniBon from the Minister of Higher EducaBon
and Training, Dr Blade Nzimande.
SABPP BLOG
For regular updates join our special HR Standards Blog:
www.hrtoday.me
The role of HR …
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
MPETEN
CIES
HR & BUSINESS KNOWLEDGE
DUTY TO SOCIETY
ETHIC
S
PRO
FESSION
ALISM
4 PILLARS
Operational Management Consistency in the Management of People
One of the toughest things to be is consistent
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 pre-
school) 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?
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?
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.
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%.
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.
Types of standards
• Unit standards / Curriculum standards • Service delivery standards • Competence standards • Metrics/benchmarking standards • Professional practice standards • Business/industry/process/system
standards - ISO
Global approaches to standards
• Production and safety lead – ISO standards • Professional standards – accounting • Top global companies – their own standards • Canada – HR Standards & Metrics • USA - SHRM • UK – Human Capital Standard (BSI/CIPD) • ISO HR project started • South African National HR Standards • HR Standards in Namibia, Zambia etc.
The reality is …
It all started on 21 May 2013 with 13 Standard facilitators
468 HR Leaders developing HR Standards for South Africa
HR Standards Facilitators
Kate Dikgale-‐Freeman Michael Robbins Linda Chipunza
BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
Strategic HRM
Talent Management
HR Risk Management
HR ARCHITECTURE I
HR VALUE & DELIVERY PLATFORM
Work-‐ force
planning
Learning &
Deve-‐ lopment
Perfor-‐ mance Mana-‐ gement
Reward &
Recogni-‐ Bon
Em-‐ployee wellness
Employ-‐ment Rela-‐Bons
Organi-‐saBon Deve-‐
lopment
HR Service Delivery
HR Technology (HRIS)
Prepare
Imple-‐ ment
Review Improve HR MEASUREMENT HR Audit: Standards & Metrics
H R C O M
P E T E N C I E S
© SABPP HR MANAGEMENT SYSTEM STANDARD MODEL
HR Standards Files
13 standards (2013) 19 standards (2014)
HR Standards Supporters
Market comments
“This is the best human resource project undertaken so far. It will set the national
labour standards for companies.” Thomas Ncongwane of Msukaligwa
Municipality, Mpumalanga
“This is the biggest HR milestone in my 33 years of experience in HR.”
Bruno Bruniquel, HR Consultant
Market comment
“The new HR Standards marks a step in the right direction for the HR industry and will go a long way in putting HR on the strategic map and ensuring consistency and quality control.” Natalie Hardie, HR Advisor: Anglo American
1. Strategic HRM 2. Talent Management 3. HR Risk Management 4. Workforce Planning 5. Learning & Development 6. Performance Management 7. Reward & RecogniLon 8. Employee Wellness 9. Employment RelaLons
Management 10. OrganisaLon 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 • RemuneraLon & Reward • HR Assurance & Wellness • Employee RelaLons Management
• OrganisaLon Culture Development • HR AdministraLon, ReporLng • HRIMS • People Management Benchmarking
HR Standards Presentations
Business chamber support
HR Standards Case Studies
Professional forum support
International HR bodies
Tim Ekandjo, President: IPM Namibia & Marius Meyer, CEO: SABPP in Windhoek
Support from consulting firms
20+ Universities
International universities
HR Standards PublicaLons
5 textbooks, 37 magazine arLcles, 8 newspaper arLcles
International interest
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) ❶
STRATEGIC HRM PROCESS
Framework of HR policies & programmes
Environmental scan (PESTL)
HR structure, service model and capability
development
People strategy
HR strategic agenda
OrganisaBon’s strategic intent
HR strategic agenda
HR business plan
People strategy
Allocate roles & responsibiliBes (line/HR/support
funcBons)
MONITOR & EVALUATE
Strategic HR: It is all about alignment
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) ❺
LEARNING AND DEVELOPMENT PROCESS
Integrated L&D approach & programmes
Structure & capability of L&D
resources
MONITOR & EVALUATE
Business strategy &
plans
External trends
Knowledge management Skills
develop-‐ment
legislaBon
Current compet-‐encies
L&D is key
National HR Governance Strategy Alignment
HR Professional Standards: • HRMS (13) • HRMSAS (13) • HRPPS (30+)
HR Products/Services: • CPD • Mentoring • Professional registraLon • Research • HR Academy – QCTO • Curriculum standards
HR Metrics: • NaLonal HR Scorecard • HR Service Standards
HR AudiLng: • Internal Audit • External Audit
King IV: HR Governance
ISO: HR
Integrated ReporLng
HR Competencies
HR Audit - Certification
The need for consistency and quality
Conclusion
The new National HR Standards have changed the face of people management in South Africa. The HR Standards usher in a
new period of institutionalising people management as a best practice for sound HR
management in organisations. As HR/HRD practitioners you are the specialists who can
make this change successful. [email protected]
@SABPP1 or @MariusSABPP
We set HR standards!
[email protected] (Professional Registration) [email protected] (CEO office) [email protected] (Operations) [email protected] (HR Audits) [email protected] (Research) [email protected] (Learning & Quality) [email protected] (Strategy inputs) [email protected] (Social media) [email protected] (Events & HR Standards files) Website: www.sabpp.co.za Blog: hrtoday.me Office: 8 Sherborne Str, Parktown Tel: 011 045-5400 Fax: 011 482-4830 Cel: 082 859 3593 (Marius Meyer)