19  November  2014,  Cape  Town    

 Marius Meyer

@SABPP1  

Thank you to the PPS pioneers!

Employment equity table

Output of 14 May – PPS file

National HR Governance Strategy Alignment

HR  Professional  Standards:  •  HRMS  (13)  •  HRMSAS  (13)  •  HRPPS  (19+)  

HR  Products/Services:  •  CPD  •  Mentoring  •  Professional  registraCon  •  Research  •  HR  Academy  –  QCTO  •  Curriculum  standards  

HR  Metrics:  •  NaConal  HR  Scorecard  •  HR  Service  Standards  

HR  AudiCng:  •  Internal  Audit  •  External  Audit  

King  IV:  HR  Governance  

ISO:  HR  

Integrated  ReporCng  

From HRMSS to HR PPS    HR  MANAGEMENT  SYSTEM  STANDARD  

HR  PROFESSIONAL  PRACTICE  STANDARDS  

Developed  in  2013.   Developed  in  2014.  

Overall  HR  Management  System.   HR  pracCces  inside  the  System.  

13  Standard  Elements.   19+  HR  Professional  PracCce  Standards.  

Broad  strategic  view  of  the  HR  funcCon.  

Specific  details  of  HR  pracCces.  

Methodologies  not  prescribed.   Provides  frameworks  and  context  for  methodologies  

HR  Directors  are  owners  of  System.  

HR  PracCConers  &  Subject  Ma]er  Experts  own  pracCces.  

Definition of PPS

Each PPS sets out the operational / tactical process that constitutes good practice in that particular area of HR management, giving expression to practical issues in more detail than can be covered in the main HRM Standard.

Developing the PPS

Propose  list  of  PPS  

CollaboraCve  wriCng  May  14th  2014  

Dra^  standardised  PPS  and  circulate  for  comment  June  –  July    

Incorporate  comments  and  launch  August  2014  

•  Recruitment  •  SelecCon  • On-­‐boarding/inducCon/orientaCon  •  Employment  Equity  /  Diversity  and  Inclusion  Management  

•  Succession  Planning  •  Career  Management  

Workforce  Planning  

• Learning  Needs  Analysis  • Learning  Design  • Learning  EvaluaCon  • Coaching  and  Mentoring  

Learning  and  Development  

• Performance  Appraisals  

Performance  Management  

• RemuneraCon  Benchmarking  

Reward  and  RecogniCon  

• Grievance  Procedures  • Disciplinary  Procedures  •  CollecCve  Bargaining  • Dispute  ResoluCon  • Absenteeism  Management  

Employment  RelaCons  Management  

• Leadership  Development  • OrganisaCon  Design  

OrganisaCon  Development  

Practitioners love them

“A very exciting innovation that will revitalise HR practice in South Africa.”

Nceba Ndzwayiba, Transformation Manager: Netcare

Practitioners love them

“Each HR Professional Practice Standard cited in the draft HR Professional Practice Standards document has been clearly articulated. It is simple and easy to understand. Well done!”

Sithabiso Mabaso, Talent Acquisition & Compliance Manager: National Health Laboratory Service

•  “This has been an amazing journey on a personal and professional development point of view. Being part of the birth of such an amazing process that will change the face of the HR fraternity in the country was an honour indeed.”

Zanele le Roux, HR Executive: Aon Bonfield

International feedback “Congratulations to you all on the excellent progress made in bringing to

fruition the National HR Framework (with identified elements) and now the launch of specific HR professional practices.

By recognising the inter-relatedness of HR Standards used for different purposes you are able to tackle the task of integrating HR standards in a

holistic way. The suggested methodology, using self-assessment before graduating to external validation reflects the maturity pathway required for this exercise

to be ultimately successful. Well done and keep up the good work!”

Dr Chris Andrews, Director: HR, Bond University

Structure of the file

•  How the PPS fits into the HRM System Model

•  Definition •  Fundamental Requirements for Good

Practice •  Process Diagram •  Checklists, Tips, other tools

Expansion of the file

•  With new Professional Practice Standards

•  With additional resources – Dedicated website area (members only)

with other resources: articles, research, checklists

•  Work in progress

LEADERSHIP DEVELOPMENT

Where does Leadership Development fit into the HRM System?

Leadership development processes are informed by the talent management strategy and form an important talent management intervention. It is a special form of L&D and is a critical success factor to effective processes along the HR value chain including: •  Performance management •  Reward and Recognition •  Employment Relations Management •  Wellness

LEADERSHIP DEVELOPMENT

Definition

A structured and facilitated process to grow leaders and those identified as potential

leaders in their ability to unlock potential in themselves, in others and through others.

© SABPP (2014)

LEADERSHIP DEVELOPMENT PROCESS

FEEDBACK AND REVIEW

LD  STRATEGY  DOCUMENT  

IMPLEMENTATION  PROCESS    

(Document  &  flow)  

LEADERSHOP  COMPETENCY  FRAMEWORK  DOCUMENT  

   

INTERVENTION  DESIGN  AND  SELECTION  

Formal  academic  programmes  

Personal  leadership  effecCveness  development  

Coaching/mentoring  internal  &  external  

Speakers        

COMMUNICATE  WITHIN  

ORGANISATION  &  TO  INDIVIDUALS  ABOUT  WHAT  IS  

PLANNED  

IMPLEMENT  INTER-­‐  

VENTIONS  

   

IDENTIFICATION  Who  are  current  &  potenCal  leaders  

Assessment  and  gap  analysis  according  to  

competency  framework  

Career  path,  career  &  succession  planning  Assessment/profiling  

including  team/individual/division  

effecCveness      

LEADERSHIP DEVELOPMENT

Fundamental requirements for good leadership development practice:

1.  A clear idea of what constitutes good leadership in the organisation and should develop a leadership competency model;

2.  Development of leadership potential specific to the individual – personal preferences, styles, needs & circumstances; range of development opportunities;

3.  Role-modelled and led by senior managers who should take on mentoring & other developmental roles.

© SABPP (2014)

LEADERSHIP DEVELOPMENT

Checklist: 1.  Leadership development strategy 2.  Leadership development process 3.  Defined competencies, qualifications, functional ability 4.  Identification of Who (current & future), career path,

succession planning & career planning, assessment of as is vs to be and gaps, profiling, individual and team/division/department/area effectiveness

5.  Differentiation of academic programmes and personal leadership effectiveness development (internal/external)

6.  Communication intervention process (awareness) 7.  Feedback and review processes

8.  © SABPP (2014)

Table discussion •  Individuals:

– Using the template provided, rank the 19 in order of usefulness to you in your current context

•  Group discussion: – How will the PPS help you to deliver more

value to your organisation? •  What other PPS would you like to see

developed?

Applying the PPS

•  Share PPS in your HR team •  Compare present practice and identify gaps •  Develop action plans •  Share PPS and plans with line managers •  Build HR competence to deliver on the PPS •  Feedback to SABPP

–  Implementation experience – Case studies of innovations – Requests for more PPS

The way forward

•  Take them home and use them •  Give us feedback for continuous

improvement •  Help us develop new PPS

Purpose of the tool

– Self-assessments & gap analysis – Preparation for audits – Audits

Structure of the tool

HR Standard Element 1 STRATEGIC HR MANAGEMENT

TYPE OF EVIDENCE LIKELY SOURCE OF EVIDENCE

1.2.1 To ensure the HR strategy is derived from and aligned to the organisation’s objectives in consultation with key organisational stakeholders.

• Documentary • Interviews with key stakeholders

• CEO/Head of Organisation • Head of HR • Key stakeholders

1.2.2 To analyse the internal and external socio-economic, political and technological environment and provide proactive people-related business solutions.

• Presentations, documents prepared for strategy sessions • CEO/Head of Organisation • Other Senior practitioners • Head of HR

1.2.3 To provide strategic direction and measurements for strategic innovation and sustainable people practices.

• Documents • Discussion

• Head of HR

1.2.4 To provide a foundation for the employment value proposition of the organisation.

• Documents • Marketing material

• Head of HR and/or Head of Talent Management

1.2.5 To establish a framework for the HR element of the organisation’s governance, risk and compliance policies, practices and procedures which balance the needs of all stakeholders.

• Documents • HR management team

1.2.6 To determine an appropriate HR structure, allocate tasks and monitor the development of HR competence to deliver HR strategic objectives.

• Documents • Head of HR • Head of Talent Management

The way forward with PPS

•  Take it • Use it • Make it work for you • When you are ready on your HR

Standards journey, contact us for an HR Audit: hraudit@sabpp.co.za