The document outlines the South African National HR Standards project which developed standards for HR management systems, processes, and professional practices. It provides an overview of the project which engaged 468 HR leaders over multiple phases to establish standards in areas such as HR risk management, measurement, and architecture. The project aims to improve consistency and quality of HR practices in South Africa and has received interest from various countries.
4. 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
CORE
COMPETENCIES
HR & BUSINESS KNOWLEDGE
DUTY TO SOCIETY
ETHICS
PROFESSIONALISM
4
PILLARS
5. Critical questions
1. How many of you would like to eat in a
restaurant without standards?
2. Or stay in a hotel without standards?
3. Or send your child to a school (or pre-
school) without standards?
4. Or get operated in a hospital without any
standards?
5. Or use an airline without standards?
6. Then when it comes to HR …
Why do we continue to
manage people and govern
the most precious part of our
organisations (i.e. people)
without standards?
7. Top facts about HR
• Human Capital is the biggest concern for
CEOs (PwC).
• Only 18% of CEOs feel confident that they
have the right people in place to execute
strategy (CEB).
• Human Capital is the biggest risk in
business (HCI Africa).
• Skills crisis is the top obstacle to economic
growth.
• Strikes cost SA R197 million per day.
8. More facts about HR
• SA losing R12 billion a year due to absenteeism.
• Only 5% of employees understand business
strategy.
• World-wide only 13% of employees actively
engaged.
• Companies with engaged employees outperform
others by 202% (Dale Carnegie).
• Companies with good HR Practices outperform
others by treating HR as critical business function,
these companies are 105% more profitable.
• Average ROI on wellness programmes: 300%.
9. Globally standards are a framework for consistency &
continuous improvement and managing risk through
controls
“Consistency is far better
than rare moments of
greatness “
Strengthening the
human factor in
management systems
10. Global approaches to standards
• Production and safety lead – ISO standards
• Professional standards – accounting
• Top global companies – their own standards
• Canada – HR Standards & Metrics
• USA – HR Metrics (SHRM)
• ISO HR project started
• South African National HR Standards
11. 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, Medupi.
• Raising the bar for the HR profession and
business impact.
16. Market reaction to project
COUNTRY INTEREST
• All over SA (all 9 provinces)
• USA (SHRM and ISO)
• UK (CIPD)
• Australia
• Netherlands
• Zimbabwe
• Zambia
• Botswana
• Namibia
• Lesotho
• Swaziland
• Kenya
• Ghana
• Malaysia
IMPACT
• 468 HR Managers at launch
• More than 1300 people at awareness
sessions
• 145 CEOs from 12 African countries
• Published in 5 local textbooks
• Published in 1 global textbook
• 33 articles
• 6 newspaper articles
• National television
• 4 radio stations
• 21 universities on board
• 19 professional bodies/associations
17. 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 PROFESSIONAL
PRACTICE STANDARDS
(14 May 2014)
“WHAT” STANDARD
What are the elements
of the HR system?
13 elements:
Definition
Objectives
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
18. HR RISK MANAGEMENT
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)
❸
19. 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)
20. 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
structuresand
processes
HR Risk
Register
HR Risk
Management
Plan
HR Risk Map
MONITOR &
EVALUATE
21. 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
22. 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
Integrated
Reporting
HR Competencies
23. HR External Auditing Process
1. Request for Audit
2. Receive Assessment Tool
3. Agree on date(s) for audit
4. Site visit (1 Lead Auditor + 3 Auditors) –
scoring instrument & consensus meeting
5. Audit Report and presentation
6. Certification
24. ROLE OF HR LEADERS –
PRACTICAL GUIDELINES
• Create awareness among HR team members
• Ensure that the HR Standards and Competency Model are
applied at your organisation
• Do an internal self-assessment on the HR Standards
• Fill any gaps where necessary
• Invite internal audit to audit you against the standard
• Arrange an external audit by SABPP (certification)
• Implement continuous improvement interventions to build a
robust HR Management system against the National HR
Standard
• Participate at launch of Professional Practice Standards at
2nd Annual Standards Conference (28 August)
25. HR ARCHITECTURE
I
HR VALUE &
DELIVERY PLATFORM
Work-
force
planning
Learning
&
Deve-
lopment
Perfor-
mance
Mana-
gement
Reward &
Recogni-
tion
Em-
ployee
wellness
Employ-
ment Rela-
tions
Organi-
sation
Deve-
lopment
HR Service
Delivery
HR Technology
(HRIS)
SABPP PROFESSIONAL PRACTICE STANDARDS
Recruitment
Selection
Onboarding
Employment
equity
Succession
planning
Career
management
Workplace
learning
Training needs
analysis
Learning
design
Facilitation
Evaluation
Learning
culture
Knowledge
management
Graduate
development
Performance
appraisals
Remuneration
Wellness
programmes
Grievance
procedures
Disciplinary
procedures
Collective
bargaining
Dispute
resolution
Diversity
management
Absenteeism
management
Leadership
development
Organisation
culture
Change
management
Mentoring &
Coaching
Organisation
design
Employee
engagement
HRIS
26. Conclusion
HR standards are needed to improve the
consistency and quality of HR management.
The project has been a success and
continues to attract attention.
Thank you for your support. See you on
28 August at HR Standards Phase 3 launch.
For more information, contact us on executiveoffice@sabpp.co.za