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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
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 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 [email protected]
We set HR standards!
[email protected] (Professional Registration)
[email protected] (HR Audits)
[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
Office: 8 Sherborne Str, Parktown
Tel: 011 045-5400 Fax: 011 482-4830
Cel: 082 859 3593 (Marius Meyer)
