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HR STANDARDS & AUDITS FREE STATE UPDATE
Marius Meyer & Shamila Singh
19 May 2016
@mariusSABPP@SABPP1
SABPP HR Professionals are now
Commissioners of Oaths!
Thank you!
Advocate Michael Masutha, Minister of Justice & Correctional Services
SABPP Professional Values
RESPONSIBILITY
I
RESPECT
INTEGRITY
COMPETENCE
HR Voice II: 2016-2018
Setting HR Standards – SABPP: the Voice of the HR Profession
Human Resource Governance
Research
Value & visibility
Optimisingalliances
Innovation/ Technology
CPD
Excel-lence
HR Academy
QualityAssurance
Knowledge
Governance Duty to society
Ethics
Res-ponsi-bility
Res-pect
Inte-grity
Com-peten-
ce
HR Professionalism: 4 pillars, 4 principles, 4 top products, 7 priorities
Active Citizenship: Stakeholder engagement & impact
HR Professionalism Priorities
Professional registration levels
• M/D degree + 6 years top level experience
• LoW = executive levelMHRP
(Master)
CHRP
(Chartered)
• Degree/ND + 3 years experience
• LoW = middle managementHRP (Professional)
HRA (Associate)
• Certificate + 1 year experience
• LoW = entryHRT (Technician)
• Hons degree + 4 years sr experience
• LoW = senior management
• 2 year dip + 2 years experience
• LoW = junior level
Professionalisation of HR
HR team of Ingquza Hill registered as HR Professionals with
SABPP in accordance with NQF Act – professionalism in
action
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
BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
StrategicHRM
TalentManagement
HR RiskManagement
HR ARCHITECTURE
I
HR VALUE & DELIVERY PLATFORM
Work-force
planning
Learning&
Deve-lopment
Perfor-manceMana-
gement
Reward &
Recogni-tion
Em-ployee
wellness
Employ-mentRela-tions
Organi-sationDeve-
lopment
HR Service Delivery
HR Technology(HRIS)
Prepare
Imple-ment
Review ImproveHR MEASUREMENTHR Audit: Standards & Metrics
H R
C O
M P
E T E N C
I E S© SABPP HR MANAGEMENT SYSTEM STANDARDS
HR Standards Files
13 standards (2013) 19 standards (2014)
BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
StrategicHRM 5.0
TalentManagement
4.3
HR RiskManagement
4.1
FUNCTIONAL & CROSS FUNCTIONAL HR VALUE CHAIN
HR VALUE & DELIVERY PLATFORM
Work-force
Planning 4.4
Learning5.7
Perfor-mance
5.3
Reward4.7
Well-ness 5.5
ERM5.8
OD4.7
HR Service Delivery
5.6
HR Technology(HRIS) 4.6
Prepare
Imple-ment
Review ImproveMEASURING HR SUCCESS 3.8HR Audit: Standards & Metrics
H R
C O
M P
E T E N C
I E SSELF RATINGS – OVERALL AVERAGE MAY 2016
400responses
BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
StrategicHRM 6.0
TalentManagement
4.8
HR RiskManagement
6.5
FUNCTIONAL & CROSS FUNCTIONAL HR VALUE CHAIN
HR VALUE & DELIVERY PLATFORM
Work-force
Planning 5.8
Learning6.5
Perfor-mance
6.3
Reward6.3
Well-ness6.6
ERM6.6
OD5.7
HR Service Delivery
5.6
HR Technology(HRIS) 5.6
Prepare
Imple-ment
Review ImproveMEASURING HR SUCCESS 4.9HR Audit: Standards & Metrics
H R
C O
M P
E T E N C
I E SAUDIT SCORES – OVERALL AVERAGE MAY 201617 audits
Provincial government participation
1. Strategic HRM
2. Talent Management
3. HR Risk Management
4. Workforce Planning
5. Learning & Development
6. Performance Management
7. Reward & Recognition
8. Employee Wellness
9. Employment Relations Management
10. Organisation Development
11. HR Service Delivery
12. HR Technology
13. HR Measurement
• Strategy & Strategic HR Planning
• Talent Management
• HR Assurance
• Sourcing and placing
• Capacity Building
• Performance Management
• Remuneration & Reward
• HR Assurance & Wellness
• Employee Relations Management
• Organisation Culture Development
• HR Administration, Reporting
• HRIMS
• People Management Benchmarking
International interest
International HR bodies
Tim Ekandjo, President: IPM Namibia &Marius Meyer, CEO: SABPP in Windhoek
20+ Universities
3 Components of a Standard Element
How can we make it
work in practice?
Application
What do we want to
achieve?
Objectives
What is it?
Definition
STRATEGIC HR
MANAGEMENT STANDARDDEFINITION
Strategic HR Management is a systematic
approach to developing and implementing
long-term HRM strategies, policies and plans
that enable the organisation to achieve its
objectives.
SABPP (2013)❶
STRATEGIC HRM PROCESS
Framework of HR policies & programmes
Environmental scan (PESTL)
HR structure, service model and capability
development
People strategy
HR strategic agenda
Organisation’s strategic intent
HR strategic agenda
HR business
plan
People strategy
Allocate roles & responsibilities
(line/HR/support functions)
MONITOR & EVALUATE
Strategic HR: It is all about alignment
2015 was our first year of HR
Audits
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
HR Audit - Certification
Celebrating HR Audits: The pioneers
Well done to our Free State
HR Standards Leaders
• Academics
• Professionals
Conclusion
The HR Standards and Audits have changed
the face of people management in South
Africa. The HR Standards usher in a new
period of institutionalising people
management as a best practice for sound HR
professionalism in organisations. As HR
practitioners you are the specialists who can
make this change successful. Let us build
great organisations in the Free State with
great people and HR functions in driving our
business strategies.
We set HR standards!
[email protected] or [email protected]
(Professional Registration)
[email protected] (CEO office)
[email protected] (CEO & Strategy inputs)
[email protected] (COO)
[email protected] (HR Audits)
[email protected] (Knowledge & Innovation)
[email protected] (Learning & Quality)
[email protected] (Events & HR Standards files)
Website: www.sabpp.co.za Blog: hrtoday.me
Office: 8 Sherborne Str, Parktown
Tel: 011 045-5400 Fax: 011 482-4830
