Overview of the First National HR Standards for South Africa
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Transcript of Overview of the First National HR Standards for South Africa
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Welcome to an overview of the First National HR Standards for South
Africa
23 September 2014
Marius Meyer@SABPP1
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Thank you for your support
I want to thank the 2000+ HR professionals for engaging with us on this exciting project
over the last year.
Thank you to the hundreds of HR professionals who joined our HR professional community in accordance with the NQF Act,
Act nr 67 of 2008. Those who still need to join, please do so by sending an email to
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SABPP BLOG
For regular updates join our special
HR Standards Blog:
www.hrtoday.me
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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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BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
❶ StrategicHRM
❷ TalentManagement
❸ HR RiskManagement
HR ARCHITECTURE
HR VALUE & DELIVERY PLATFORM
❹ Work- force
planning
❺
Learning
❻Perfor- mance
❼
Reward
❽Well- ness
❾ERM
❿OD
⓫ HR Service Delivery
⓬ HR Technology
(HRIS)
Prepare
Imple-ment
Review Improve⓭ HR MEASUREMENTHR Audit: Standards & Metrics
H R C O
M P E T E N
C I E S © SABPP HRM SYSTEM STANDARDS MODEL
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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
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HR Standards Files
13 standards (2013) 19 standards (2014)
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STANDARD ELEMENT #1
STRATEGIC HR MANAGEMENT
❶
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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)
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STRATEGIC HRM PROCESS
Framework of HR policies & programmes
Environmental scan (PESTL)
HR structure, service model and capability
development
People strategy
HR strategic agenda
Organisation’s strategic intent
HR strategic agenda
HR business
plan
People strategy
Allocate roles & responsibilities
(line/HR/support functions)
MONITOR & EVALUATE
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STANDARD ELEMENT 2
TALENT MANAGEMENT
❷
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TALENT MANAGEMENT STANDARD
DEFINITION
Talent Management is the proactive design and implementation of an integrated talent-driven organisational strategy directed to
attracting, deploying, developing, retaining and optimising the appropriate talent
requirements as identified in the workforce plan to ensure a sustainable organisation.
SABPP (2013)
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STANDARD ELEMENT 3HR RISK MANAGEMENT
❸
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HR RISK MANAGEMENT STANDARD
DEFINITION
HR Risk Management is a systematic approach of identifying and addressing people risks (uncertainties and opportunities) that can either have a positive or negative effect on the
realisation of the objectives of an organisation.
SABPP (2013)
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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
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Conclusion
The HR Risk Management standard element will help HR
Professionals to position themselves to mitigate people
risks in organisations.
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STANDARD ELEMENT 4
WORKFORCE PLANNING
❹
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WORKFORCE PLANNING
DEFINITIONWorkforce Planning is the systematic identification
and analysis of organisational workforce needs culminating in a workforce plan to ensure
sustainable organisational capability in pursuit of the achievement of its strategic and operational
objectives. The workforce plan will set out the actions necessary to have the right people in the
right place at the right time.
SABPP (2013)
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WORFORCE PLANNING PROCESS
Future workforce forecasts - costed
scenarios
GAP ANALYSIS
PLANS TO CLOSE GAPS
Present workforce
MONITOR & EVALUATE
Business strategy &
plans
Internal & external trends
COMPARE
Workforce scheduling
Recruitment, assessment and
selection
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STANDARD ELEMENT 5
LEARNING AND DEVELOPMENT
❺
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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)
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LEARNING AND DEVELOPMENT PROCESS
Integrated L&D approach & programmes
Structure & capability of L&D
resources
MONITOR & EVALUATE
Business strategy &
plans
External trends
Knowledge managementSkills
develop-ment
legislation
Current compet-encies
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STANDARD ELEMENT 6
PERFORMANCE MANAGEMENT
❻
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PERFORMANCE MANAGEMENT
DEFINITION
Performance management is a planned process of directing, developing,
supporting, aligning and improving individual and team performance in
enabling the sustained achievement of organisational objectives.
SABPP (2013)
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PERFORMANCE MANAGEMENT SYSTEM
PM capability of line, employees and
HR
MONITOR & EVALUATE
Business strategy &
plans
Performance expectations
PM policy and procedure
Performance measurement &
feedback
Consistency
Leadership
Performance development
ENABLERS
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STANDARD ELEMENT 7
REWARD AND RECOGNITION
❼
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REWARD & RECOGNITION
DEFINITION
Reward is a strategy and system that enables organisations to offer fair and appropriate levels of pay and benefits in
recognition for their contribution to the achievement of agreed deliverables in line with organisational objectives and values.
Recognition is a related strategy and system that seeks to reward employees for other achievements through
mechanisms outside the pay and benefits structure.
SABPP (2013)
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REWARD AND RECOGNITION SYSTEM
Communication and training
BENCHMARK, MONITOR &
EVALUATE
Business objectives
and culture
Other HR processes eg performance management
RRM policies and procedures
REWARD AND RECOGNITION
STRATEGYIndividuals’ needs and
wants
Legal and governance
requirements
Market trends – sector, national,
international
Talent Management
strategyEmployee
consultation/ negotiation
REWARD AND RECOGNITION
STRATEGY
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STANDARD ELEMENT 8
EMPLOYEE WELLNESS
❽
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EMPLOYEE WELLNESS
DEFINITION
Employee wellness is a strategy to ensure that a safe and healthy work and social environment is created and maintained, together with individual wellness commitment that enables employees to
perform optimally while meeting all health and safety legislative requirements and other relevant wellness
good practices in support of the achievement of organisational objectives.
SABPP (2013)
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EMPLOYEE WELLNESS SYSTEM
Communi-cation and training
MONITOR & EVALUATE
Employee awareness
Other HR processes eg performance management
Wellness policies and procedures
WELLNESS STRATEGY
Legal and governance
requirements
Wellness risk assessments
Employee self-responsibility
Employee consultation
Employee health
services
EMPLOYEES ORGANISATION
Wellness analytics
Cost manage-
ment
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STANDARD ELEMENT 9
EMPLOYMENT RELATIONS MANAGEMENT
❾
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EMPLOYMENT RELATIONS MANAGEMENT
DEFINITION
Employment relations is the management of individual and collective relationships in an organisation through the implementation of
good practices that enable the achievement of organisational objectives compliant with the
legislative framework and appropriate to socio-economic conditions.
SABPP (2013)
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EMPLOYMENT RELATIONS MANAGEMENT SYSTEM
Communi-cation and training
MONITOR & EVALUATE
Other HR processes eg performance management
ERM policies and procedures
ERM STRATEGY
Legal requirements,
agreementsER philosophyWorkforce
characteristics
ERM STRATEGY
ER resources & structures
Leadership behaviour – build trust and respect
Socio/economic/political trends
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STANDARD ELEMENT 10
ORGANISATION DEVELOPMENT
❿
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ORGANISATION DEVELOPMENT
DEFINITION
Organisation development (OD) is a planned systemic change process to continually
improve an organisation’s effectiveness and efficiency by utilising diagnostic data, and designing and implementing appropriate
solutions and interventions to measurably enable the organisation to optimise its
purpose and strategy.SABPP (2013)
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ORGANISATION DEVELOPMENT PROCESS
MONITOR & EVALUATE
Other HR processes eg L&D
Organisational purpose
Employees’ capability to
work together
Organisational design
Diagnose
Consultation with appropriate stakeholders
ELEMENTS TO BE LINKED & OPTIMISED
Define intended outcomes, design
intervention
Prioritise and integrate
PRO
CESS
OU
TPU
TS
Employee communication
ENABLERS
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STANDARD ELEMENT 11
HR SERVICE DELIVERY
⓫
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HR SERVICE DELIVERY
DEFINITION
HR Service Delivery is the influencing and partnering approach in the provision of HR
services meeting the needs of the organisation and its employees which enables
delivery of organisational goals and targets.
SABPP (2013)
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HR SERVICE DELIVERY SYSTEM
MONITOR & EVALUATE
HR strategy
HR policies and procedures
Clear roles and responsibilities for
management of people in the workplace
HR service delivery model and system
Service Level Agreement
Compliance monitoring
Employee communication
Laws, regulations,
codes, agreements
Management and employee support – guidance,
consultation, coaching
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STANDARD ELEMENT 12
HR TECHNOLOGY
⓬
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HR TECHNOLOGYDEFINITION
HR Technology is the effective utilisation of technological applications and platforms that make information both accessible and accurate, providing HR and line management with the knowledge and intelligence required for more effective decision-
making, to align all employees towards the implementation of the organisation’s strategy.
SABPP (2013)
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HR TECHNOLOGY MANAGEMENT SYSTEM
MONITOR &
EVALUATE
IT governance & security rules
Available technology (cost,
ROI)
HR management system & processes
HRIS & other HR/HRD
requirements
Plan and implement approved developmentsEnvironmental
scanning for new developments
Training and support
Legislative reqirements
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STANDARD ELEMENT 13
HR MEASUREMENT
⓭
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HR MEASUREMENT
DEFINITION
HR measurement is a continuous process of gathering, analysing, interpreting, evaluating and
presenting quantitative and qualitative data to measure, align and benchmark the impact of HR practices on organisational objectives, including facilitating internal and external auditing of HR policies, processes, practices and outcomes.
SABPP (2013)
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HR MEASUREMENT SYSTEM
MONITOR &
EVALUATE
What are the drivers behind those issues?
What issues do we need to manage
(risks/opportunities)?
What are the outcomes specified
in the SLA?
How can we measure those in a Balanced
Score Card?
METRICS
METRICS FOR PEOPLE MANAGEMENT IN THE ORGANISATION
METRICS FOR HR EFFECTIVENESS/
EFFICIENCY
How can we measure those
drivers?Management system & resources to collect
and report
Financial and operational reporting
systems in organisation
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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 – 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
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We set HR standards!
[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 Blog: hrtoday.meOffice: 8 Sherborne Str, ParktownTel: 011 482-8595 Fax: 011 482-4830Cel: 082 859 3593 (Marius Meyer)