HR Standards & metrics driving good governance, slides by Marius Meyer, CEO of SABPP.
HR Governance 20 September - ZIHRM
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Transcript of HR Governance 20 September - ZIHRM
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HR GOVERNANCE:
From Business Partner to HR Governor
Marius Meyer
20 September 2013, ZIHRM
@SABPP1
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New SABPP Model: HR Voice for
Professionals
Human resource development
Research - info
Value & visibility
Open for alliances
Innovation
CPD
Excel-lence
Qualityassurance
Learning growth & develop-
ment
Knowledge
Self-governance Duty to society
Ethics
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SABPP VALUE PROPOSITION:
Products/Services to advance HR professionRECOGNITION =
PROFESSIONAL STATUSRESOURCES =
PRODUCTS/SERVICESRESEARCH =
INFORMATION
• Professional registration• NLRD Upload (SAQA)• RPL• Awards• Advocacy• HR Assessors/Moderators
registration• Accreditation of providers• University accreditation
• HR Competency Model• Social media discussions• Knowledge Centre• Booklets/DVDs• Guides/toolkits• Charts/posters• Fact sheets• One-stop info• Updates (laws, trends)• Ethics help-line• Newsletters• Website• HR Internships/jobs• HR policies• Mentoring• Workshops/seminars• Access to alliances• Event/product discounts• CPD• Students
• Research papers• Position papers• Books• Articles• Cases• Benchmarking• Magazines• Labour market
information
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Professional registration levels
• M/D degree + 6 years top level experience
• LoW = executive levelMHRP
(Master)
CHRP
(Chartered)
• Degree/ND + 3 years experience
• LoW = middle managementHRP (Professional)
HRA (Associate)
• Certificate + 1 year experience
• LoW = entryHRT (Technician)
• Hons degree + 4 years sr experience
• LoW = senior management
• 2 year dip + 2 years experience
• LoW = junior level
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A G E N D A
• The emerging field of HR governance:
Balancing people GRC for business
sustainability
• The transition from HR business partner to
HR Governor
• Key dimensions of HR governance
• Applying robust HR risk management
• Balancing performance and compliance
• HR’s contribution to a sustainable business
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This financial crisis is forcing government and local agencies to make some tough decisions.
If things continue for much longer, there's a real risk that we may have to lay off Jose.
HR AS BUSINESS PARTNERS?
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ROLE OF HR IN ORGANISATIONS
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FLAWS OF BUSINESS PARTNER
MODEL
• Why partner with the business if we are part of
the business?
• Why HR, what about IT, marketing etc?
• Underlying assumption that business is right &
HR is wrong.
• Line management view that performance is
more important than compliance.
• Line taking short cuts to side-step laws, HR
policy & procedures, e.g. selection.
• Line seen as most important stakeholder, what
about other stakeholders?
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HR-LINE INCONGRUENCE
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LINE SHOULD BECOME HR
PARTNERS
• Turning the business partner model around – line
should become HR partners!
• Balancing the needs of multiple stakeholders (not
only line)
• HR as innovators, social activists & stakeholder
partners - sustainability
• High performance organisation culture
• HR driving business strategy
• HR’s role as governors – custodians of people
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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
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Comfort zone challenged
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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, De Doorns, Medupi.
• Raising the bar for the HR profession and
business impact.
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Operational Management Consistency in the
Management of People
One of the toughest things to be is consistent
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HR Standards Facilitators
Kate Dikgale-Freeman Michael Robbins Linda Chipunza
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468 HR Leaders developing
HR Standards for South Africa
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BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
StrategicHRM
TalentManagement
HR RiskManagement
HR ARCHITECTURE
I
HR VALUE & DELIVERY PLATFORM
Work-force
planning
Learning&
Deve-lopment
Perfor-manceMana-
gement
RewardWell-ness
ERM OD
HR Service Delivery
HR Technology(HRIS)
Prepare
Imple-ment
Review ImproveHR MEASUREMENTHR Audit: Standards & Metrics
H R
C O
M P
E T E N C
I E SSABPP HRM SYSTEM STANDARDS MODEL
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National HR Governance Strategy Alignment
HR Professional Standards:• HRMS (13)• HRMSAS (13)• HRPPS (30+)
HR Products/Services:• CPD• Mentoring• Professional registration• Research• HR Academy • 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
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POSITIONING GRC IN
COMPANIES
GOVER-NANCE
RISKCOM-
PLIANCE
LEADERSHIP
MANAGEMENT
CU
LTUR
E
CO
NTR
OLS
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Triple bottom-line: 3 P’s
PEOPLE(Social)
PLANET(Environment)
PROFITS(Financial
performance)
S U S T A I N A B I L I T Y
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THE GREEN REVOLUTION
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HR governance defined:
is the act of leading, directing & controlling the HR function to promote sound corporate governance in pursuit of the overall business goal of economic, social & environmental sustainability
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“Good human resource management is imperative for good governance”
Mervin King
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Evolution to HR governance
HRLeader
(business partner)
HRGovernor
HRManager
HRRegulator
P
e
r
f
o
r
m
a
n
c
e
High
Low
C o m p l i a n c e HighLow
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PERFORMANCE VS
COMPLIANCE
Source: Kevin Carter
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“People and behaviour are often the biggest
risks”
• Critical to include people risks in a company’s risk management plan
• HR need to be the eyes & ears for people-related governance & compliance
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What happens if we don’t manage risk:
A public sector case study
181 babies died in state hospitals.
Human errors, faulty equipment & cover-up by senior medical staff were key factors.
Infection-control nurse retired, and her post not filled.
Critical shortage of nurses & clinical engineers who are responsible for maintaining ventilators.
Senior doctors presented inaccurate stats to their bosses to cover up poor management practices.
Doctors failed to alert DoH to the crisis, even though a few nurses had raised the alarm to management.
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What happens if we don’t manage risk:
A public sector case study
STAFF COMPLAINTS:
Shortage of nurses, leading to overworked staff being vulnerable to human error.
High baby-to-nurse ratio – babies not getting adequate care and attention.
Specialist doctors consult junior doctors on the phone without personally accessing high-risk cases.
Inadequate training for medical staff.
30 May 2010
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Risk / Readiness Profile
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HR risks – people risk, governance
and compliance
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PEOPLE RISKS IN THE
BUSINESS• People risk includes: company culture, talent
shortages & retention, incompetence, employee
performance
• HR risks
need to be factored into
every major business
decision
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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
• HIV/AIDS
• Staff turnover
• Low staff satisfaction –impact on customer satisfaction
• Cyber security
• Conflict/disputes
• Diversity problems
• Sexual harassment
• Expatriate issues
• Non-compliance
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Identity Fraud
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Workplace behaviour
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OOPs !! What if ? the pilots had not read the Instruction book
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What if ? The ground staff didn't think that
house keeping was an important issue
Who insured it and will they pay ??
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HR role
HR’s role is to guide and develop policies and ensure that managers have a clear understanding of their responsibilities. This applies in respect of, for example, health and safety; fair employment practices; recruitment and terminations; diversity and the avoidance of discriminatory behaviour.
HR should participate at all levels in managing risks within the company and contribute to ensuring ‘joined-up thinking’ between different business functions.
HR should be represented at executive level and on specialist company-wide committees – for example, on the implementation of the Corporate Governance (King 3) requirements.
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HR RISK MANAGEMENT
STANDARD
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)
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HR Risk Management
OBJECTIVES
3.2.1 To increase the probability and impact of positive events and decrease the
probability and impact of negative events caused by people 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
people 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 contribute in creating and sustaining a risk culture in an organisation
which also encourages innovation and creativity.
SABPP (2013)
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HR Risk Management
IMPLEMENTATION
3.3.1 Position the role of HR in influencing and communicating the organisational risk
culture.
3.3.2 Asses potential positive and negative people factor risk to achieving organisational
objectives.
3.3.3 Identify and evaluate the potential risk impacts with regards to strategic and
operational HR activities.
3.3.4 Decide on appropriate risk tolerances for the different components of the HR function.
3.3.5 Design and implement appropriate people-based risk management systems, metrics,
risk controls, and HR practices which will contribute to mitigate the potential risk.
3.3.6 Ensure all HR risk practices conform to the organisational governance, risk and
compliance strategies and policies including integrated reporting.
SABPP (2013)
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RISK Reporting
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RATING SCALE TO ASSESS HR
PROBLEMATIC MEDIOCRE EXCELLENT
High Risk Medium Risk Low/no Risk
HR practice is non-existent, has a low uptake or is applied poorly. Little, no or poor results are evident. Requires urgent attention to move to medium risk over short or medium term.
Some pockets of excellence, but they are isolated, and applied inconsistently in certain parts of company. Some occasional positive results comparable to typical average HR standards. Should be addressed before it becomes problematic.
HR leading practice is well infused, aligned and integra-ted across the company and applied consistently with clear results. Comparable to world-class standards. Should be maintained, reinforced or used as a model for other companies.
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Business sustainability
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Key phases for HR Governance
• Transform HR management to HR governance
by taking full responsibility for GRC in the HR
space, but with a clear link to overall GRC and
business strategy
• Identify all stakeholders and engage with them
• Form new relationships – CRO & CAE
• Design and implement a robust HR risk
management plan
• Ensure HR features in integrated reporting
• HR Professionalism – competencies &
standards
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HOW TO MAKE IT WORK
• Understand the business & strategy
• Align HR strategy with business strategy
• Work on business & financial acumen
• Building sound relationships
• Regular open communication
• Use the language of business, not HR jargon
• Invite line people to HR meetings
• Start HR meetings with business strategy
• Invite yourself to line meetings!
• Proper HR analytics & metrics for business
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Gap between strategy and
execution
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ELIMINATING THE OBSTACLES
• Develop a clear business partner philosophy &
model for your organisation
• Break down the silos within HR, before you try
to break down the gap between HR and line
• Create a people-driven culture
• Build high level HR competence
• Develop line managers as people managers –
leaders
• Get line to understand risk & governance
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6 CRITICAL QUESTIONS
No Key Questions
1 Have you identified all your stakeholders?
2 Do you have a plan for implementing HR GRC?
3 What is the role of HR enabling GRC in your organisation?
4 Have you identified all the HR risks in the business?
5 Do you have an HR governance framework?
6 If you are assessed today, will you meet the requirements of a GRC compliance audit?
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SUSTAINABLE PERFORMANCE
“Whether a company sustains exceptional performance depends first and foremost on whether it continues to
have the right people in power.”
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GRC ROLE OF CHRO
“Governance, risk & compliance provides a
perfect opportunity for Chief HR Officers &
HR organisations to move beyond their
traditional administrative role & earn a seat
at the strategy table - providing HR with a
level of credibility & respect that’s long
overdue.”
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CONCLUSION
Yes, HR should be strategic business partners, but
that means that we really address the needs of the
business without compromising our professional
duty of sound HR governance. If we can improve on
our HR performance and gain true credibility as
strategic HR champions, the challenge will be to
ensure that line managers become HR partners.
We should also become HR governors overseeing
HR as a key resource.
Best wishes with your HR work in Zambia!
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Let us build world-class HR functions
[email protected] (Professional Registration)
[email protected] (Professional Services)
[email protected] (Stakeholder Relations)
[email protected] (Research)
[email protected] (Learning & Quality)
[email protected] (Strategy inputs)
[email protected] (Social media)
Website : www.sabpp.co.za Blog: hrtoday.me
New office: 8 Sherborne Str, Parktown, South Africa
Tel: +27 11 482-8595 Fax: +27 11 482-4830
Cel: 082 859 3593 (Marius Meyer)