Employment Relations Standard for SA

Preview:

Citation preview

16 February 2016

Marius Meyer, CEO: SABPP

@SABPP1

Time for serious reflection

SABPP Professional Values

RESPONSIBILITY

I

RESPECT

INTEGRITY

COMPETENCE

HR Professionalism Priorities

Celebrating our 1st year of HR

Professionals as Commissioners of

Oaths!

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

What are standards really?

• A level of acceptable quality

• Good enough in terms of professionalism

• What is good or normal or usual

• A guideline for practice

• A foundation for reasonable expectations

and sound judgement

• A basis for measurement (M&E)

468 HR Leaders developing

HR Standards for South Africa

Significance of National HR

Standards“The development of the National HR

Standards is the most significant HR event in

South Africa since the work of the Wiehahn

Commission.”

Alan Hosking, HR Future

International interest

20+ Universities

BUSINESS STRATEGY – HR BUSINESS ALIGNMENT

❶ StrategicHRM

❷ TalentManagement

❸ HR RiskManagement

HR ARCHITECTURE

HR VALUE & DELIVERY PLATFORM

❹Work-force

planning

Learning

❻Perfor-mance

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 SSABPP HRM SYSTEM STANDARDS MODEL

HR Standards Files

13 standards (2013) 19 standards (2014)

HR Professional Practice Standards• Absenteeism management

• Career management

• Coaching & mentoring

• Collective bargaining

• Disciplinary procedure

• Dispute resolution

• Diversity management

• Grievance procedure

• Leadership development

• Learning design

• Learning evaluation

• Learning needs analysis

• On-boarding

• Organisation design

• Performance appraisals

• Recruitment

• Remuneration benchmarking

• Selection

• Succession planning

ERM

BUSINESS STRATEGY – HR BUSINESS ALIGNMENT

StrategicHRM 4.5

TalentManagement

4.1

HR RiskManagement

4.1

FUNCTIONAL & CROSS FUNCTIONAL HR VALUE CHAIN

HR VALUE & DELIVERY PLATFORM

Work-force

Planning 4.4

Learning5.8

Perfor-mance

5.0

Reward4.3

Well-ness 5.2

ERM5.7

OD4.7

HR Service Delivery

5.9

HR Technology(HRIS) 5.1

Prepare

Imple-ment

Review ImproveMEASURING HR SUCCESS 4.2HR Audit: Standards & Metrics

H R

C O

M P

E T E N C

I E SSELF RATINGS – OVERALL AVERAGE

BUSINESS STRATEGY – HR BUSINESS ALIGNMENT

StrategicHRM 5,9

TalentManagement

4.7

HR RiskManagement

6.4

FUNCTIONAL & CROSS FUNCTIONAL HR VALUE CHAIN

HR VALUE & DELIVERY PLATFORM

Work-force

Planning 5.5

Learning6.3

Perfor-mance

6.1

Reward6.1

Well-ness6.5

ERM6.4

OD5.4

HR Service Delivery

5.2

HR Technology(HRIS) 5.2

Prepare

Imple-ment

Review ImproveMEASURING HR SUCCESS 4.7HR Audit: Standards & Metrics

H R

C O

M P

E T E N C

I E SACTUAL AUDITED RESULTS

OVERALL AVERAGE NOVEMBER 2015 - 14 COMPANIES

HR Risk Management: It is all about

people factors

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

Why do we need the

Employment Relations

standard element?

• The employer-employee relationship forms the

fundamental success of any organisation.

• This standard element sets out conditions which facilitate

the harmonisation of the workplace, leading to the

achievement of the organisational goals and, ultimately,

sustainable employment opportunities.

Key points from ERM case

studies• No matter how good you think your ERM

processes are, you can be caught napping

if you don’t keep up your environmental

scanning

• Our socio/political/economic environment is

radically reshaping ERM in our

organisations

• Management plays a key leadership role

that cannot be delegated to HR

Employment relations

EMPLOYMENT RELATIONS

MANAGEMENTDEFINITION

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)

Socio-economic conditions

EMPLOYMENT RELATIONS

MANAGEMENT

OBJECTIVES

9.2.1 To create a climate of trust, cooperation and stability within an

organisation.

9.2.2 To achieve a harmonious and productive working environment

which enables the organisation to compete effectively in its market place.

9.2.3 To provide a framework for conflict resolution.

9.2.4 To provide a framework for collective bargaining where relevant.

9.2.5 To ensure capacity building and compliance to relevant labour

legislation, codes of good practice (ILO and Department of Labour) and

international standards.

SABPP (2013)

EMPLOYMENT RELATIONS MANAGEMENT

SYSTEM

Communication and training

MONITOR & EVALUATE

Other HR processes egperformance management

ERM policies and procedures

ERM STRATEGY

Legal requirements,

agreements

ER philosophyWorkforce characteristics

ERM STRATEGY

ER resources & structures

Leadership behaviour – build trust and respect

Socio/economic/political trends

ERM Application Standard

1. Formulate appropriate ER strategies, policies and

procedures

2. Resource ER with appropriate structures and

staffing

3. Build trust and respect

4. Monitor and evaluate the state of ER

5. Leverage ER to promote inclusion, promote and

value diversity & prevent discrimination

6. Contribute to community development that

improves the socio-economic environment of

employees

What the Auditors are looking for?

Positive trend in

results?

Sustainable?

Targets met?

External benchmarks?

Approach vs results?

Quality of

results

Across whole

organisation?

Up and down the

organisation?

Extent of

application

Sound?

Systematic?

Integrated?

Reviewed & updated?

Quality

approach

Performance + Compliance

Conclusion

The National ERM standard element is

positioned to improve the consistency and

quality of ERM in organisations.

Best wishes with your ER work.

If you need more information, contact me on marius@sabpp.co.za

We set HR standards!

professional@sabpp.co.za (Professional Registration)

hraudit@sabpp.co.za (HR Audits)

events@sabpp.co.za (Stakeholder Relations)

penny@sabpp.co.za (Research)

naren@sabpp.co.za (Learning & Quality)

marius@sabpp.co.za (Strategy inputs)

voice@sabpp.co.za (Social media)

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)

Recommended