ANNUAL REPORT 2012 Final - SABPPsabpp.co.za/.../2016/12/ANNUAL-REPORT-2012-Final.pdf · 742,265 983,165 1,319,361 1,619,816 32,522 (910,964) 741,374 577,987 1,319,361 ! sabpp!annual!report!2012!10!!!

ANNUAL REPORT 2012

SABPP – THE QUALITY ASSURANCE AND HR PROFESSIONAL BODY

SABPP ANNUAL REPORT 2012 2

TABLE OF CONTENTS

1. ANNUAL BOARD EXCO REPORT: ..................................................................................... 3

2. INTRODUCTION BY CEO: ................................................................................................ 4

3. STRATEGIC REVIEW: ....................................................................................................... 5 a. HR VOICE STRATEGY DURING 2012: .................................................................................. 6 b. MARKETING STRATEGY: .................................................................................................... 8

4. FINANCES: ...................................................................................................................... 9 a. STATEMENT OF FINANCIAL POSITION ............................................................................... 9 b. STATEMENT IN CHANGES IN RESERVES: ......................................................................... 10 c. STATEMENT OF COMPREHENSIVE INCOME: ................................................................... 11

5. REVIEW OF FINANCIAL STATEMENTS – YEAR ENDED 31 DECEMBER 2012 ..................... 12

6. BOARD COMMITTEES: .................................................................................................. 13 a. HRRI: ................................................................................................................................ 13 b. PROFESSIONAL REGISTRATIONS COMMITTEE: ............................................................... 15 c. LABOUR MARKET COMMITTEE: ...................................................................................... 16 d. MENTORING COMMITTEE: .............................................................................................. 17 e. ETHICS COMMITTEE: ........................................................................................................ 17 f. CPD COMMITTEE: ............................................................................................................. 18 g. HIGHER EDUCATION COMMITTEE: ................................................................................. 18 h. QUALITY ASSURANCE COMMITTEE: ................................................................................ 18 i. LEARNING, GROWTH AND DEVELOPMENT INITIATIVE: ................................................... 19 j. IT GOVERNANCE COMMITTEE: ........................................................................................ 19 k. RISK AND AUDIT COMMITTEE: ........................................................................................ 20

7. STRATEGIC PROJECTS: .................................................................................................. 21 a. NATIONAL HR COMPETENCY MODEL: ............................................................................. 21 b. NATIONAL HR STANDARDS: ............................................................................................ 22 c. PRODUCTS AND SERVICES ............................................................................................... 25

8. THE YEAR 2012 IN REVIEW: 20 SUCCESSES ACHIEVED: .................................................. 26

9. FUTURE DEVELOPMENTS: ............................................................................................ 27

10. CONCLUSION TO REPORT ............................................................................................. 28


1. ANNUAL BOARD EXCO REPORT: Last year, in the 2011 Annual Report, Exco said that we believe that SABPP needs burning platforms necessary for change. Exco then highlighted the urgency at which change needs to take place for HR to gain its rightful place as a credible stakeholder and member of the boardrooms and governance structures in both the private and public sectors. The year 2012 signified several changes towards achieving the vision of a credible HR profession. The top ten highlights of the year were as follows:

1. The appointment of a team of dedicated HR professional departmental heads to drive the execution of the HR Voice strategy;

2. The rebranding of SABPP; 3. The building of strong collaborative alliances with strategic partners to advance the HR profession; 4. A high level visit to the SABPP by the Society for Human Resource Management, the largest HR

body in the world; 5. Increased visibility in the market, driven by eight provincial summits; 6. Launch of the New National HR Competency Model; 7. Several research papers published; 8. A record year for professional registrations; 9. Relaunch of the SABPP newsletter, now called HR Voice; 10. Transformation of the ETQA into a value-‐adding quality assurance function.

The end of 2012 also ushered in a new period of Board elections, and after an extensive nomination process, a new board was elected. We thank the outgoing board (2010-‐2012) for the role they have played to develop a new strategy for SABPP. The new board will continue guiding this process forward and commit to the highest standard of governance. In November 2012 the old and new boards met jointly in order to ensure a successful transition from the previous to the new board. We thank all board members for their contribution to the success of SABPP as a professional and quality assurance body.

2010 – 2012 BOARD 2013 – 2015 BOARD Elizabeth Dhlamini-‐Kumalo (Chairperson) Siphiwe Moyo (Chairperson) Michael Glensor (Vice-‐chairperson) Kate Dikgale-‐Freeman (Vice-‐chairperson) Sunnette van der Walt Linda Chipunza (Vice-‐chairperson) Sonia Swanepoel Frank de Beer Karen Hinrichs Mike Honnet Peta Horn Christine Botha Victoria Ramulifho Sonia Swanepoel Jean Grundling Valencia Lupondwana Nicolene Barkhuizen Saki Makume Mike Honnet Cookie Govender Christine Botha Dean Retief Getty Simelane Dennis Coetzee Linda Chipunza


In line with the SABPP Charter, three board vacancies exist and the Board has the discretion to fill these vacancies according to specific needs and requirements. This process will commence in 2013.

We thank you for your support and encouragement and we look forward to celebrating these historic achievements. As a community of HR professionals we are taking full responsibility for the quality of our HR work, and we commit ourselves to set the HR standard for all our colleagues to follow, engage and improve as we continue on the journey towards HR professional excellence. We thank all our alliance partners for their support and for joining SABPP on the journey towards HR excellence in South Africa.

Siphiwe Moyo Marius Meyer

Chairperson: SABPP CEO: SABPP

2. INTRODUCTION BY CEO: I would like to thank the HR professional community for their support during 2012. This year we built on the changes implemented last year, and it was indeed wonderful to see how HR professionals were ready to support us with our new strategic direction. I have learned a tremendous deal from HR professionals and other stakeholders during my provincial road shows in all provinces, and the support from the regions filled me with confidence that we will be able to achieve significant impact during the process of strategic transformation. Board members, committee chairpersons and committee members, staff members, learning providers, assessors, moderators, professionals and alliance partners, your encouragement helped me to keep focused on key priorities and the task at hand. While our period of transition was exciting and challenging at the same time, building on our earlier successes, will require significant strategic focus and follow-‐through on action plans agreed. I thank you all for your commitment in walking with us on the new road to strategic transformation in building a high impact professional and quality assurance body.

Marius Meyer, CEO


3. STRATEGIC REVIEW:

The year 2012 was an eventful year for SABPP, especially in terms of the milestone on its strategic transformation journey. It was a year depicting significant change at SABPP, building on the first steps implemented the year before. Not only did the year 2012 start with the rebranding of SABPP, it also ushered in a new era towards HR service delivery in terms of specific HR products and services creating value to the HR professional market. This required a major shift in focus from a regulating and standards body, to a fully integrated professional body delivering services in addressing the need of the HR professional market. In essence, this strategic change journey paved the way for further improvements from 2013.


a. HR VOICE STRATEGY DURING 2012: The following actions were implemented to roll-‐out the HR Voice Strategy during 2012.

HR VOICE FOR HR PROFESSIONALS FOCUS OF STRATEGIES AND ACTIONS

HUMAN RESOURCE DEVELOPMENT: SABPP has to champion HRD in the workplace, as well as the development of HR professionals.

Several initiatives were launched to drive HRD. The ETQA department developed a more client-‐orientated approach to quality assurance. A closer relationship was built with learning providers by means of site visits, workshops and events to hand over accreditation certificates. The mentoring committee played a key role to develop a pilot programme to relaunch the SABPP mentoring programme. Likewise, the Higher Education Committee developed a focused approach to quality assurance of HR qualifications at universities.

RESEARCH & DEVELOPMENT (R&D): SABPP produces several HR research projects meeting the needs of the HR market.

The redesign of the SABPP newsletter HR Voice provided an opportunity for sharing some of the HRRI articles with the HR community. Several articles were also published in other magazines and newspapers. In addition, articles were also shared on linked-‐in and twitter. A concerted effort was made to generate content around the HR calendar, e.g. publishing the SABPP Women’s paper around Women’s Day, articles on the youth around Youth Day etc.

VALUE & VISIBILITY: All HR generalists and specialists in the 8 areas of HR specialisation receive value in terms of the delivery of HR products and services (toolkits, templates, discussion forums, networking), in addition to the advocacy role in advancing the HR profession.

A strategy was developed for HR professionals to receive products and services meeting the needs of the HR professional community and be connected with one another and leading experts to share knowledge. Social media platforms (twitter, facebook and linked-‐in) were used to connect with HR professionals, as well as in the general media and marketplace. A stronger advocacy role for HR and people issues was envisioned, for instance by representing the HR profession in Parliament. Regional summits also promoted visibility.

OPEN FOR ALLIANCES: Several value-‐adding alliances were formed with HR and other organisations to strengthen the HR profession.

In addition to the eleven alliances formed in 2011, a further sixteen alliance partners were identified to collaborate in the interest of promoting HR professionalism. However, not all these relationships achieved the desired results, and a clearer approach of creating mutually beneficial relationships should be explored.


HR VOICE FOR HR PROFESSIONALS FOCUS OF STRATEGIES AND ACTIONS

INFRASTRUCTURE FOR INNOVATION: The SABPP team and committees are empowered with the necessary resources and capacity to drive the process of innovating the HR profession.

Four new management appointments were made on 1 January 2012 to deliver on the new SABPP mandate: • Head: Stakeholder Relationships • Head: Professional Services • Head: Research and Development • Head: Learning and Quality Assurance Likewise, given the importance of IT, a newly established IT Governance Committee started to drive proper IT governance and ensured that the IT needs of HR professionals and providers are met.

CAPACITY AND COMPETENCY BUILDING: By means of our CPD programme, and other forms of capacity-‐building, key competencies for HR professionalism are outlined and developed to ensure that HR professionals are applying the latest trends and leading practices in the field if HR.

An HR Competency Model was developed for HR professionals. The competency model will form the foundation for all future capacity building programmes, including CPD. A full library of HR competencies will be developed during 2013.

EXCELLENCE: HR professionals are supported to deliver excellence in HR strategy, practices and ethics.

HR professionals have been encouraged and supported to deliver excellence in HR practice. Three strategic projects will drive the delivery of HR excellence in the workplace:

• HR functional standards (for all HR functions)

• HR metrics • Integrated reporting

All SABPP committees and staff will work towards the delivery of HR excellence.

The importance of increased visibility cannot be over-‐emphasised. In essence, marketing is needed to:

• Increase visibility in the HR business and government market • Ensure we become the champion for high quality HR products and services • Attract new members • Be beneficial to members • Be a resource – e-‐learning in the HR sector • Advance HR profession nationally and across the African continent • To promote, direct and influence the development of the HR profession


b. MARKETING STRATEGY:

The marketing department will focus on a number of activities in creating visibility for SABPP.

Firstly, to position SABPP by engaging in a direct marketing and online marketing strategy using an interactive approach using the following mediums:

• Internet • Search engines • Social media – Facebook, twitter, LinkedIn, Blogging • Viral emailing • Customer Relationship Management • SMS marketing

Secondly, partnerships with various bodies and organisations within the HR community. To grow the HR network to membership, position SABPP and increase our footprint through our ongoing exhibitions, events and networking sessions.

Most importantly be a resource centre for members through our information centre, open days, website, research papers, partnerships, exhibitions, social media and conferences. Thus, the following marketing channels and key stakeholders were identified:

• Social media • Exhibitions • Interaction with government

departments • Career shows • Visits to universities • Newsletter (HR Voice) • Students/universities • Special interest groups • Other professional bodies and

associations

• Magazines and journals • Alliances • Newspapers • Radio and TV interviews • Learning providers • Consulting houses • Provincial summits • Conferences and workshops • SETAs and QCTO • Networking session

Also, more work is needed to engage in a fundraising drive through our events, advertising, and approaching local and international donors to spread our reach throughout the country and region.

Lastly, media relations should be targeted to interact with media houses of all forms and be the voice of HR in South Africa and beyond.


4. FINANCES:

a. STATEMENT OF FINANCIAL POSITION Annual Financial Statements for the year ended 31 December 2012

2012 R

2011 R

Assets Non-current assets Tangible assets Current assets Accounts receivable Deposits Cash and cash equivalents Total assets Reserves and liabilities Reserves General fund – retained income HRRI – retained income ETQA – accumulated loss Current liabilities Accounts payable Total reserves and liabilities

250,316

331,788 22,200

886,426

1,240,414

1,490,730

170,760 - -

170,760

1,319,970

1,490,730

336,196

218,700 22,200

742,265

983,165

1,319,361

1,619,816 32,522

(910,964)

741,374

577,987

1,319,361


b. STATEMENT IN CHANGES IN RESERVES: Annual Financial Statements for the year ended 31 December 2012

Retained Income

R

HRRI

R

ETQA

R

Total Reserves

R Balance at 01 January 2011 Income/(loss) for the year Development costs (ETQA) borne by SABPP Balance at 01 January 2012 Reserves transferred to general fund Loss for the year

Balance at 31 December 2012

1,432,958

538,859

(352,000)

1,619,817

(878,442)

(570,615)

170,760

(15,478)

48,000

-

32,522

(32,522)

-

-

(965,985)

(296,979)

352,000

(910,964)

910,964

-

-

451,495

289,880

-

741,375

-

(570,615)

170,760


c. STATEMENT OF COMPREHENSIVE INCOME: Annual Financial Statements for the year ended 31 December 2012

2012 R

2011 R

Income Annual renewal fees Conferences Continued professional development (CPD) ETQA – Net income (2011 – management fee) HRRI – Net income Mailing list, forum advertisements and publications Registration fees Sponsorships Upgrade of professional categories Expenditure Administrative fees Advertising and marketing Auditor’s remuneration Bad debts Bank charges Commissions paid Conferences and presentations Consulting fees Data management fee Depreciation Discounts allowed General expenses Insurance Loss on disposal of motor vehicle Motor vehicle expenses Office relocation costs Postage and telephone Rent Repairs and maintenance Staff employment costs Staff Training Stationery and printing Subscriptions Travel and Accommodation Web site Operating (loss)/income for year Interest received (Loss)/income for year

1,693,514 191,472 166,406 908,224

51,599 32,087

696,480 -

50,322

3,790,104

81,600 190,843

17,000 -

15,054 97,612 59,520

141,906 133,267 102,266 109,654

44,546 16,611

- 6,364

- 66,042

423,238 8,896

2,554,923 14,528

125,627 6,647

65,338 95,038

4,376,520

(586,416)

15,801

(570,615)

1,496,686 122,066

17,817 532,926

- 42,616

440,390 140,000

24,605

2,817,106

75,168 54,192 15,500 70,000

9,482 -

64,775 19,500

125,991 44,138

- 26,438 12,494 42,483

4,444 12,632 47,259

229,257 -

1,322,144 -

88,776 -

27,548 18,931

2,311,152

505,954

32,905

538,859


5. REVIEW OF FINANCIAL STATEMENTS – YEAR ENDED 31 DECEMBER 2012

The statement of financial position reveals the following information:

• Reserve funds were consolidated as the organisation now operates as one business unit. • The accounts payable include R970,682 income received in advance in respect of registration

fees for 2013.

The statement of comprehensive income reveals the following information:

• The rebranding and marketing of the new direction towards increased visibility resulted in substantial additional costs (e.g. banners, and other marketing material).

• The provision for bad debts was not increased during the year. • Cash deposits by professional members and increased transactions resulted in a 59% increase in

bank charges. • In an attempt to provide incentives to staff to generate more income, staff was paid

commission on new income generated (e.g. membership, or advertisements secured, new learning provides, CPD providers).

• Consulting fees were paid to the previous ETQA consultant during a hand-‐over period. In addition, a consultant was used in the absence of a stakeholder relations manager, after she resigned.

• As far as depreciation is concerned, leasehold improvements depreciated over three years and computer equipment was purchased for additional staff members employed.

• A thorough analysis of the database revealed several errors causing members not paying for years, subsequently discounts were given to retain such members who were traced through an improved database system.

• General expenses increased given the larger staff contingent, as well as postage and telephone fees.

• Office rent increased significantly as a result of the new and bigger premises occupied from end of 2011.

• There was a significant increase in staff employment cost due to the employment of five additional staff members during the financial year, likewise costs were incurred for staff training.

• A 41,5% increase in stationery and printing costs were incurred as a result of additional staff and the renewed drive to market the new SABPP brand.

• Travel and accommodation costs increased in efforts to make SABPP more visible at universities, learning providers and private sector.

• Likewise, a new website was developed from scratch as part of the new SABPP brand and as a consequence of additional staff Internet connectivity, costs increased substantially.

• Overall, as a result of building new infrastructure to execute the new strategy, while significant alternative income could not yet been generated, the loss for the year was R570, 615.


6. BOARD COMMITTEES:

The following section outlines a summary of the work of the various SABPP Board Committees.

a. HRRI: Dr Penny Abbott took up her position as head of the HR Research Initiative (HRRI) in January 2012. The dedication of a full-‐time resource has enabled the SABPP to be more responsive to developments in the profession and in the labour market. However, the fostering of linkages through universities to access and share HR research still needs quite some work.

The governing body of the HRRI met once during 2012 under the chairmanship of Prof Nicolene Barkhuizen. At this meeting, a new commercial model for HRRI was agreed, whereby publications would be charged for and no longer supplied as free downloads through the website. Policies covering copyright and acknowledgement of authors were agreed. Nicolene subsequently withdrew as Chair of the HRRI due to pressure of work commitments. As at the end of 2012, no replacement Chair has been appointed.

During 2012, Goldfields renewed their sponsorship of the HRRI, but no other sponsorships were obtained. The structure and scope of the HRRI is currently under review as the opportunity exists for a major new initiative in this field. This will involve sponsorships and contributions in a different format to that previously devised for the HRRI.

A revised categorisation of research projects has been done to ensure that all projects are correctly positioned in adding value to the HR professional market. The following break-‐down of projects constitutes the new HRRI value proposition:

• Research reports • Benchmarking surveys • Case studies • Best practice papers • Position papers • Professional guidelines and standards

• Literature reviews • Opinion papers and articles • Book reviews • Books • Research community enablers.

A new Best Practices Guide to Remuneration was launched during 2012. Content was written by Mark Bussin, Ronel Nienaber and Chris Blair and sponsorship from 21st Century Pay Solutions enabled us to print copies of the Guide.

The 2nd annual Women’s Report was published in August. At a launch breakfast at the University of Johannesburg the editor, Professor Anita Bosch, facilitated a thought-‐provoking discussion on the nature of fair treatment and also presented some ground-‐breaking research on retention of female Chartered Accountants. The Chair of the Gauteng Committee, Kate Dikgale-‐Freeman, found the opportunity to distribute large numbers of this Report at a stakeholder consultation meeting on the new Women’s Empowerment and Gender Equality Bill.


In the spirit of the HR Voice Strategy, HRRI started a range of position papers in order to comment on key issues and to present the official position of SABPP on matters of national concern. The following position papers were published:

• Driving Ethics in HR • Expectations and Needs of HR Practitioners • Commentary on the 2012 Budget of the Minister of Finance • Contingent Work forces and Decent Work • Comment on the Department of Higher Education Green Paper on Post-‐School Education.

In preparation for publication early in 2013 is an important Position Paper on Employment Equity.

Full leverage of HRRI publications depends on a vibrant and well-‐visited website. To this end, a new website was designed and launched in September 2012. Our partner in this project is JHNet, which service provider was appointed after a careful process of requesting proposals from several companies and evaluating those proposals for innovation, cost-‐effectiveness and level of support. Market feedback on the new design and content was very favourable. A section of the website promotes the HRRI publications and an ordering facility is provided which also offers member discounts. Statistics on the first six months of the new website show a 40% increase in visits.

HRRI sales during 2012 did not reach targeted levels although an increase from 2011 was recorded. There are major opportunities to make high volume sales of the HRRI publications, and this will be addressed through marketing efforts in 2013.

The surveys conducted through partnerships, namely the HR Survey with Knowledge Resources and the ASTD State of the South African Learning and Development Industry Report, were once again conducted in 2012. The HR Survey resulted in some very interesting findings, particularly those concerning the use of social media and the role and effectiveness of the Chief HR Officer. These findings were publicised in a series of articles prepared for various media. The ASTD Survey Report will be available in the first quarter of 2013. Thus, the two alliance partners, ASTD Global Network South Africa and Knowledge Resources proofed to be valuable partners in the quest for HR research.

The HRRI conducted two independent surveys during 2012, which will culminate in research reports to be published in 2013. These are:

• The role of HR in environmental governance (“green HR”) • Employability of HR graduates. This research report will be part of a wider look at supply and

demand within the HR profession.


The SABPP was invited to submit articles for publication in Accountancy SA, the journal of the SA Institute for Chartered Accountants. Drawing on senior members of the profession to make contributions, four articles were submitted:

• Developing the soft skills of professionals – the hard part of talent management • Work/life balance – individual and organisational approaches • Managing change • Transformation

The SABPP has partnered with the publishers of HR Pulse to provide content for the weekly newsletter and website. Several articles were submitted. Articles were also submitted to the Workplace Star, Human Capital Review and HR Future.

b. PROFESSIONAL REGISTRATIONS COMMITTEE: The Committee, chaired by Dr Ray Eberlein with Vice-‐Chair Delaney Hundermark, continued its monthly sessions throughout 2012 and registered a record number of professionals for the second year in a row. During 2012 a total of 845 professionals were registered, although not all payments could be traced. A better control system was subsequently implemented. Comparative figures to previous years are shown below.

HR practitioners from all levels are approaching the SABPP for professional registration.

The capacity of the SABPP back-‐office to deal with this volume of registrations took some strain during the year, but re-‐engineered processes were developed over the year end for implementation during 2013 which should resolve the problems.

0

20

40

60

80

100

120

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov

2006

2007

2008

2009

2010

2011

2012


Once again, aggressive marketing campaigns are under way, and a renewed focus on corporates and the public sector, with a view to entire HR departments coming forward for professional registration, is bearing fruit, with several corporates providing registrations during 2012.

The professional registration graph depicts the results of the renewed focus on visibility and marketing. Reviewing professional registrations over a seven year period clearly indicates that 2012 was a record year for professional registrations. These successes were achieved by a marketing campaign focusing on conference presentations, exhibitions, company visits, and an increased media profile.

c. LABOUR MARKET COMMITTEE: The SABPP Labour Market Committee met twice during its first year of operation. The membership is expanding as more interested people get themselves involved. The Chair is Siphiwe Moyo and the Vice-‐Chair is Mbulelo Khonjwayo.

The approach of the Committee will be to consider matters of current importance in the labour market (such as unemployment and employment equity) and formulate approaches for the SABPP based on solid research, avoiding taking positions based on opinions. The Committee is also looking for opportunities to build a relationship with government departments where policy inputs can be made at an early stage, to be taken into account when formulating policy papers and amending legislation.

The Committee has given inputs to the Position Papers covering Contingent Work forces and Decent Work and the Department of Higher Education Green Paper on Post-‐School Education. Based on the first position paper, the Board made a presentation to the Parliamentary Committee on Labour concerning the amendments to the Basic Conditions of Employment Act and the Labour Relations Act. Towards the end of the year, the Committee gave inputs to the Position Paper on Employment Equity and to the SABPP’s written submission to the Parliamentary Committee concerning the new Employment Services Bill and the amendments to the Employment Equity Act.

At an important meeting held at the end of August 2012, the Committee considered the tragic event at the Marikana mine and agreed that that the SABPP response would be to:

• Offer to assist the Farlam Commission with any professional HR matters that may arise; • Conduct some major research into ER/IR practices in a changing social order.

The first item was actioned, but at the time of writing no response had been obtained. The second item is under active project management. Senior academic endorsement is being sought, following which funding will be obtained.


d. MENTORING COMMITTEE: This committee is chaired by Getty Simelane and the Vice-‐Chair is Shalom Pila. The work of the committee during the year focused on:

• Developing the mentoring concept for the SABPP’s mentoring programme(s) • Piloting the concept • Partnering on a National Mentor Award • Supporting initiatives to introduce mentoring as part of an OD project to effect large scale

change in the national basic education system.

The mentoring concept has been developed, with supporting processes and tools. These were tested during a highly successful small-‐scale pilot with 6 mentors and 6 mentees in Pretoria. The pilot took place from July to December 2012 and lessons learned from the pilot will be carried into a roll-‐out plan for 2013.

The committee has endorsed a two-‐part approach whereby SABPP HR Candidates participate in a structured developmental programme and HR professionals already on the professional ladder participate in a voluntary mentoring programme.

The partnership on the National Mentor Award unfortunately did not reach fruition as the initiator of the project withdrew at a late stage. The committee remains keen to find other ways to pursue the concept.

Members of the committee have involved themselves with the School Principals project which is at an early stage of implementation.

e. ETHICS COMMITTEE: The Ethics committee was chaired during 2012 by Christine Botha, with Pauls Gibbons as the Vice-‐Chair. Christine handed over the Chair to Pauls Gibbons at the end of the year, having initiated the committee and served as Chair for several years. Jenny Thanarayen has taken over as Vice-‐Chair.

The committee met 4 times during 2012 and progressed the following projects:

• Building a relationship with Corruption Watch. • Preparing a DVD of interviews with key stakeholders to be a tool for HR professionals on their

role and also the role of employees in raising standards of ethics in organisations. • Ethics workshops to be run for HR professionals around the country.

The Committee Chair handled a few cases of complaints against SABPP registered professionals. This complaints procedure has been loaded onto the website and there is an email address ([email protected]), but these channels have not yet been used extensively.

The Guide to Ethics in HR Management, published in 2011, has been accepted by seven universities in South Africa and is increasingly being referenced by HR departments. While the Ethics Committee has


done some sterling work in building a strong foundation for championing ethics in the HR profession, a lot still needs to be done to operationalise ethical conduct for HR professionals in the workplace.

f. CPD COMMITTEE: Based on inputs received from the HR professional market and other professional bodies, a total redesign of the CPD model has been commissioned. In essence, a decision was taken to launch a new CPD system that will be based on the new National HR Competency model, and also aligned to the new National HRM System Standards Model. Once these projects are completed, a new CPD model and system will be launched. However, professionals are still encouraged to continue with development work. Thus, CPD providers are still registered and encouraged to build up their CPD profiles so that they will be ready for further CPD work once the new CPD model is put in place.

g. HIGHER EDUCATION COMMITTEE: The Higher Education Committee has been one of the most experienced SABPP committees. While most universities are challenged by restructuring and recirculation, the committee was not able to accredit more than two universities during 2012. The Vaal University of Technology, as well as the Unisa Centre for Business Management were the only two institutions accredited. However, letters were sent to all universities to commit to accreditation during 2013 and 2014. The committee meets three times a year under the leadership of Prof Sonia Swanepoel and vice-‐chair Prof Karel Stanz.

h. QUALITY ASSURANCE COMMITTEE: The ETQA committee continued with its quality assurance work during 2012. Now supported by an expanded ETQA office under the leadership of the new Learning and Quality Head, Naren Vassan, the ETQA function was transformed to a more customer-‐oriented quality assurance department. The new Learning and Quality Department achieved several successes during 2012:

• Registered 50 new assessors and 30 moderators. • Approved 8 new providers and renewed 6 providers towards learning programme approval. • Raised R 1 200 000 and also off-‐set a debt of more than R900 000. • Successful SAQA/QCTO monitoring visit resulting in a further 3 year approval for quality

assurance functions. • Acted as pilot Assessment Quality Partner with MQA and MerSeta. • Launched several student chapters for SABPP. • Facilitated 3 workshops for learning providers on quality processes and systems.

The committee will continue with its oversight over the quality assurance function of SABPP. The biggest challenge will be to prepare for more AQP work under the new QCTO system. Hence, the need for a more focused approach in preparing providers for the new skills development framework in South Africa.


i. LEARNING, GROWTH AND DEVELOPMENT INITIATIVE: Despite the serious focus on skills development in the country, the Learning, Growth and Development (LGDI) Committee struggled to produce any meaningful outputs during 2012. The only achievement of this committee was a new terms of reference. A clear strategy and plan needs to be developed to ensure the relevance and impact of this committee.

j. IT GOVERNANCE COMMITTEE: The IT Governance Committee has done some excellent policy and strategic positioning work during 2012. An IT Governance Framework was developed for SABPP. A fully-‐fledged IT strategy and plan will be developed during 2013. Significant progress has been made in the area of social media as an active tool for engaging HR professionals. Within ten months after launching social media, one thousand HR professionals have registered on the SABPP linkedin discussion forum, while several hundred followers have signed up on twitter and facebook. Thus, SABPP is in daily contact with HR professionals, students and learning providers via social media.

The highlight of the year was the launch of the new SABPP website. Comments from the market were very positive about the new website in terms of its navigation, relevance and quality. The new website covers all functions of SABPP. The figure below illustrates the new SABPP IT Strategy.

The new SABPP Integrated IT Strategy is called IT Voice, with the purpose of aligning IT to the overall HR Voice business strategy of SABPP. The IT strategy is focusing on two broad objectives, i.e. to meet the IT governance requirements of the King III Code of Governance, as well as supporting the overall business


strategy of increased engagement with HR professionals, learning providers, students and other stakeholders. The 4P IT Strategy covers four phase, i.e. planning, platforms, people and performance. While the initial conceptual development has been done, a stronger policy framework and implementation plans are needed to manage IT risks and to ensure that all aspects of IT are fully integrated in the overall business strategy of SABPP. Corisa Kruger is the chairperson of the IT Governance Committee.

k. RISK AND AUDIT COMMITTEE: While the formation of a Risk and Audit Committee was approved by the Board, it was decided to postpone the launch of this committee until the new Board is appointed. The function of this committee is to improve the governance, oversight and controls of all processes. The committee will also govern risks and oversee the finances and processes of SABPP.


7. STRATEGIC PROJECTS: The year 2012 will be remembered as the year in which two significant strategic projects were conceptualised, i.e. the development of a new National HR Competency Model, as well as the design of a framework for developing HR Standards for South Africa.

a. NATIONAL HR COMPETENCY MODEL:


b. NATIONAL HR STANDARDS: The SABPP is proud to present the South African HR professional and business community with the first version (2013) of the SABPP HR Management Standard (HRMS). The Standard is based on a system model, which encompasses the four phases of good quality management practice, i.e. prepare, implement, review and improve, but contextualised for the field of HR Management.

The 13 HRM Standard elements as agreed by a wide range of senior HR practitioners are as follows:

Business strategy and HR alignment

1. Strategic HRM 2. Talent management 3. HR Risk Management

Functional/cross functional HR value chain within the HR architecture framework

4. Workforce planning 5. Learning & Development 6. Performance management 7. Reward 8. Wellness

9. Employment Relations Management 10. Organisation Development 11. HR Service Delivery 12. HR Technology

Measurement of delivery and impact

13. HR Measurement


Professional business functions such as production, accounting and engineering have clear standards of practice. There is, however, a total absence of HR standards. Although HR managers are doing their best to ensure an effective HR function, they are doing so in a vacuum, given the lack of a common framework for people practices. For instance, while most organisations do some form of performance management, in some cases this might consist solely of a once a year, one-‐way discussion between manager and subordinate. As another example, induction for new staff can vary from a cursory introduction to colleagues to a systematic orientation to the organisation and the job. Other HR sub-‐functions such as reward and employment relations are not exempt from these inconsistencies and variance in practice.

A set of clear, formal standards for HR will set the minimum requirement for what is considered good HR management practice in any organisation.

From there, HR professionals can innovate and build more advanced practices to assist their organisation to achieve its strategic objectives.

These HR standards will take the practice of HR to a new level of relevance, significance, excellence and credibility. This is exactly what HR needs in order to play its rightful role. The project is writing a crucial chapter in the history of HR in South Africa.

We believe there is also a need to formulate some standards for people management, carried out by line management, but that is for the future. Our first responsibility is to set standards for HR.

As HR professionals, we owe it to our clients, and other stakeholders within and outside our organisations to drive a framework for high quality HR work. SABPP is driving this process and staying in close contact with the HR community to ensure that they are involved in the generation of the standards, as well as supporting them with the necessary capacity-‐building when applying these standards in practice.

This project is the most profound national HR project in South Africa ever. Setting proper HR standards for South Africa will not only raise the level of professionalism in HR, but will also improve the quality of people practices in organisations. The project will be rolled-‐out in 2013.


The planning and preparation of the project has followed the following phases:

NATIONAL HR STANDARD PLANNING AND ROLL-‐OUT PROCESS

HR DIRECTOR INPUTS:

Strategic Sessions with HR Directors

(January – March 2012)

HR PROFESSIONAL INPUTS:

Provincial Summits throughout country

(March – December 2012)

HR DRAFT STANDARD DEVELOPMENT:

HR Directors write draft standard elements

(May -‐ August 2013)

HR STANDARD CONCEPT DEVELOPMENT:

Planning Workshops and Meetings

(March – December 2011)

Phase

4

Phase

2

Phase

3

Phase

1


c. PRODUCTS AND SERVICES As outlined in the HR Voice Strategy, the delivery of HR professional products and services are of utmost importance in supporting HR professionals with the information and tools they need to be successful in their professional work. Hence, the new SABPP value proposition presented as products and services is illustrated in the table below.

Examples of products/services were the launch of a Knowledge Centre (library) for HR professionals, as well as a Guide for dealing with HIV/AIDS in the workplace. A full suite of products and services will be developed during 2013, such as a new mentoring programme, HR career guide and other practical tools.


8. THE YEAR 2012 IN REVIEW: 20 SUCCESSES ACHIEVED:

With a clear and sound strategic business model in place, the board and staff of SABPP started to pursue some small wins in showing the HR market how we intent to deliver value. Reflecting on the year 2012, and in celebration of our 30th year anniversary, the following successes were achieved:

1. Adoption of a more professional newsletter called “HR Voice” in support of the strategy; 2. Implementation of SABPP rebranding; 3. Formalising the SABPP restructuring process with the appointment of four high level

professionals to drive service delivery and standards; 4. Launch of South African National HR Standards Initiative; 5. Development of a South African National HR Competency Model; 6. Distribution of digital version of South Africa’s leading HR magazines, HR Future and Human

Capital Review. 7. Forming 30 value-‐adding alliances with HR and other institutions to advance the HR profession; 8. Several submissions to government, parliament and other agencies to influence policy-‐making

and national developments, e.g. the new QCTO system, SAQA policy on professional bodies, as well as the Green Paper on post-‐school education, labour laws;

9. Several articles about SABPP in leading magazines and newspapers; 10. Recognised by SAQA as a professional body in accordance with the NQF Act; 11. Embarked on a process to establish visibility throughout the country with provincial summits in

8 provinces; 12. Site visits to more than 50 companies to get closer to HR teams; 13. Meetings at 12 universities to build relationships in pursuit of student empowerment,

curriculum development and accreditation; 14. The ETQA achieved “green status” for upload of learner data on the National Learner Records

Database, and developed a more enabling accreditation system; 15. A record number of new professional registrations during 2012; 16. Launch of SABPP social media strategy and platforms; 17. A formal process of benchmarking with other professional bodies in order to generate ideas and

actions on how we can improve our relevance and impact as a professional body; 18. Roll-‐out of SABPP student membership model; 19. Launch of 2nd Annual Women Empowerment Position Paper; 20. Improved governance and tangible outputs from SABPP committees, including establishing a

Labour Market Committee to address labour market issues and representing the HR profession in Parliament.


9. FUTURE DEVELOPMENTS:

Despite the achievements outlined in the previous section, it is critical to continue building momentum and ensuring strategic alignment and focus in moving forward. Over the next year, 10 key priorities will form the basis for leveraging the SABPP HR Voice strategy:

1) Increased visibility in the market and aggressive marketing campaign to mobilise HR practitioners towards professionalism;

2) Utilisation of technology platforms for better connection with stakeholders; 3) Positioning SABPP to function as an Assessment Quality Partner (AQP) for the QCTO; 4) Intensified social media strategy to engage with HR professionals; 5) Delivery of a full suite of professional products and services to meet the needs of HR

professionals; 6) Further efforts to strengthen governance by applying for registration as a Non-‐Profit

Organisation with the Department of Social Development in accordance with the Non-‐Profit Organisations Act;

7) Creation of additional revenue streams to strengthen the financial position of SABPP; 8) Innovating the HR profession through knowledge created by research; 9) Further development of HR Competency model and dissemination thereof; 10) Launch of National HR Standards for South Africa.

While we will continue to focus on the above priorities, the biggest challenge remains to raise the standard of HR practice from a professional perspective. It is time for HR to rise to the level of other professions as far as standards are concerned. There are clear standards for accounting, engineering and other professions, but the same cannot be said of HR. By and large, accountants present their companies and clients with a consistent approach to the financial aspects of a company. For example, balance sheets and income statements are done in the same way, no matter the type of company or industry, and this consistent approach is prevalent throughout South Africa and most other parts of the world. However, there are many inconsistencies in the standard of HR work within organisations, between organisations, within and across sectors and nationally, as well as globally. These inconsistencies are based on a variance in standards at best, and the absence of standards at worst. This results in poor people management practices at most organisations costing them dearly, despite some pockets of excellence at leading companies.

Setting and raising HR standards is therefore the top SABPP priority over the next year. Thus, registering the masses of HR professionals who are still not part of their professional body, and then supporting them with capacity-‐building and continuous professional development based on an explicit HR competency model, is a key step towards gaining HR professional status and credibility.

Moving forward with our transformation strategy towards a high impact HR professional body with a focus on setting HR standards, SABPP plans to play a meaningful role in championing the HR profession.

The new national HR competency model will provide a central focus in building HR capability, as well as the pursuit of national HR standards and metrics for South Africa. In essence, HR Voice steers us forward with key strategic initiatives in raising the bar on HR professionalism and outputs.


We want to thank the thousands of HR and other professionals for their inputs and encouragement during our stakeholder engagement process throughout the country and other key global markets when rolling out the SABPP rebranding and implementing our HR Voice strategy. Your inputs were extremely valuable during the transition phase and we invite you to continue engaging with us during the full roll-‐out of our HR Voice strategy. Let us continue building a profession we can all be proud of in the years to come.

10. CONCLUSION TO REPORT The SABPP 2012 Annual Report emphasises key strategic initiatives and a stronger focus on improved impact, visibility and governance, in addition to the roles and outputs of the different Board committees. The new strategy HR Voice will require major focus in the continuous strategic transformation of SABPP. Major projects are planned for 2013 and clear action plans will be developed to execute the strategy.

Any comments about the 2012 Annual Report can be send to the CEO, Marius Meyer on:

Tel: +27 (11) 482 8595

Fax: +27 (11) 482 4830

Email: [email protected]

Blog: www.hrtoday.me

Twitter: @sabpp1

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