Launch of HR Standards Assessment Tool (Marius Meyer and Penny Abbott)
Marius Meyer at IMPSA 2014
description
Transcript of Marius Meyer at IMPSA 2014
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29 October 2014
Marius Meyer @SABPP1
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SABPP Professional Values
RESPONSIBILITY
I
RESPECT
INTEGRITY
COMPETENCE
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Importance of ethics for HR
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New SABPP Model: HR Voice for
Professionals
Human resource development
Research - info
Value & visibility
Open for alliances
Innovation
CPD
Excel-lence
Qualityassurance
Learning growth & develop-
ment
Knowledge
Self-governance Duty to society
Ethics
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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
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NEXT STEP – BECOME A REGISTERED HR PROFESSIONAL
Apply to
so that we can register you
as an HR professional in
accordance with NQF Act
(Act no 67 of 2008).
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Marius Meyer, SABPP CEO receiving the SAQA certificate of professional body recognition from the Minister of Higher Education
and Training, Dr Blade Nzimande.
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SABPP BLOG
For regular updates join our special
HR Standards Blog:
www.hrtoday.me
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HR COMPETENCY HOUSE
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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
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Maslow’s needs in 2014
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Operational Management Consistency in the
Management of People
One of the toughest things to be is consistent
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The role of HR …
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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 drive a car without standards?
6. Or use an airline without standards?
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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?
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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 R 200 million+ per day.
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More facts about HR
• SA losing R12 billion a year due to absenteeism.
• Only 19% auditors feel they use HR optimally (CG
Index – Institute of Internal Auditors)
• Only 5% employees understand business strategy.
• World-wide 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%.
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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.
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The reality is …
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Types of standards
• Unit standards / Curriculum standards
• Service delivery standards
• Competence standards
• Metrics/benchmarking standards
• Professional practice standards
• Business/industry/process/system
standards - ISO
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Global approaches to standards
• Production and safety lead – ISO standards
• Professional standards – accounting
• Top global companies – their own standards
• Canada – HR Standards & Metrics
• UK – Human Capital Standard (BSI/CIPD)
• ISO HR project started
• South African National HR Standards
• HR Standards in Namibia
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It all started on 21 May 2013
with 13 Standard facilitators
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468 HR Leaders developing
HR Standards for South Africa
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HR Standards Facilitators
Kate Dikgale-Freeman Michael Robbins Linda Chipunza
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IMPSA was a key stakeholder
IMPSA President, Johann Kruger with Dr Michael Robbins, IMOR/BSI
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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 STANDARD MODEL
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HR Standards Files
13 standards (2013) 19 standards (2014)
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HR Standards Presentations
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Business chamber support
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Professional forum support
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International HR bodies
Tim Ekandjo, President: IPM Namibia &Marius Meyer, CEO: SABPP in Windhoek
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Support from consulting firms
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20+ Universities
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International interest
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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 STANDARD MODEL
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STANDARD ELEMENT #1
STRATEGIC HR MANAGEMENT
❶
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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)
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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
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Strategic HR: It is all about alignment
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STANDARD ELEMENT 2
TALENT MANAGEMENT
❷
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TALENT MANAGEMENT
STANDARDDEFINITION
Talent Management is the proactive design
and implementation of an integrated talent-
driven organisational strategy directed to
attracting, deploying, developing, retaining
and optimising the appropriate talent
requirements as identified in the workforce
plan to ensure a sustainable organisation.SABPP (2013)
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Talent management
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STANDARD ELEMENT 3
HR RISK MANAGEMENT
❸
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HR RISK MANAGEMENT
STANDARD
DEFINITION
HR Risk Management is a systematic
approach of identifying and addressing people
risks (uncertainties and opportunities) that can
either have a positive or negative effect on the
realisation of the objectives of an
organisation.
SABPP (2013)
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HR Risk?
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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
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HR Risk Management: It is all about
people factors
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STANDARD ELEMENT 4
WORKFORCE PLANNING
❹
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WORKFORCE PLANNING
DEFINITIONWorkforce Planning is the systematic identification
and analysis of organisational workforce needs
culminating in a workforce plan to ensure
sustainable organisational capability in pursuit of the
achievement of its strategic and operational
objectives. The workforce plan will set out the
actions necessary to have the right people in the
right place at the right time.
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WORFORCE PLANNING PROCESS
Future workforce forecasts - costed
scenarios
GAP ANALYSIS
PLANS TO CLOSE GAPS
Present workforce
MONITOR & EVALUATE
Business strategy & plans
Internal & external trends
COMPARE
Workforce scheduling
Recruitment, assessment and
selection
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STANDARD ELEMENT 5
LEARNING AND DEVELOPMENT
❺
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LEARNING & DEVELOPMENT
DEFINITION
Learning and development is the practice of
providing occupationally directed and other learning
activities that enable and enhance the knowledge,
practical skills and work place experience and
behaviour of individuals and teams based on current
and future occupational requirements for optimal
organisational performance and sustainability.
SABPP (2013)
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LEARNING AND DEVELOPMENT
PROCESS
Integrated L&D approach & programmes
Structure & capability of L&D
resources
MONITOR & EVALUATE
Business strategy &
plans
External trends
Knowledge managementSkills
develop-ment
legislation
Current compet-encies
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L&D is key
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STANDARD ELEMENT 6
PERFORMANCE MANAGEMENT
❻
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PERFORMANCE MANAGEMENT
DEFINITION
Performance management is a planned
process of directing, developing,
supporting, aligning and improving
individual and team performance in
enabling the sustained achievement of
organisational objectives.
SABPP (2013)
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Managing staff performance
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PERFORMANCE MANAGEMENT
SYSTEM
PM capability of line, employees and
HR
MONITOR & EVALUATE
Business strategy &
plans
Performance expectations
PM policy and procedure
Performance measurement &
feedback
Consistency
Leadership
Performance development
ENABLERS
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STANDARD ELEMENT 7
REWARD AND RECOGNITION
❼
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REWARD & RECOGNITION
DEFINITION
Reward is a strategy and system that enables organisations
to offer fair and appropriate levels of pay and benefits in
recognition for their contribution to the achievement of agreed
deliverables in line with organisational objectives and values.
Recognition is a related strategy and system that seeks to
reward employees for other achievements through
mechanisms outside the pay and benefits structure.
SABPP (2013)
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Employee perspective on reward
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REWARD AND RECOGNITION
SYSTEM
Communication and training
BENCHMARK, MONITOR &
EVALUATE
Business objectives
and culture
Other HR processes egperformance management
RRM policies and procedures
REWARD AND RECOGNITION
STRATEGYIndividuals’ needs and
wants
Legal and governance
requirements
Market trends – sector, national,
international
Talent Management
strategyEmployee
consultation/ negotiation
REWARD AND RECOGNITION
STRATEGY
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STANDARD ELEMENT 8
EMPLOYEE WELLNESS
❽
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EMPLOYEE WELLNESS
DEFINITION
Employee wellness is a strategy to ensure that a
safe and healthy work and social environment is
created and maintained, together with individual
wellness commitment that enables employees to
perform optimally while meeting all health and safety
legislative requirements and other relevant wellness
good practices in support of the achievement of
organisational objectives.
SABPP (2013)
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Importance of employee
wellness
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EMPLOYEE WELLNESS SYSTEM
Communi-cationand training
MONITOR & EVALUATE
Employee awareness
Other HR processes egperformance management
Wellness policies and procedures
WELLNESS STRATEGY
Legal and governance
requirements
Wellness risk assessments
Employee self-responsibility
Employee consultation
Employee health
services
EMPLOYEES ORGANISATION
Wellness analytics
Cost manage-
ment
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STANDARD ELEMENT 9
EMPLOYMENT RELATIONS MANAGEMENT
❾
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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)
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Employment relations
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EMPLOYMENT RELATIONS MANAGEMENT
SYSTEM
Communi-cationand 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
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STANDARD ELEMENT 10
ORGANISATION DEVELOPMENT
❿
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ORGANISATION DEVELOPMENT
DEFINITION
Organisation development (OD) is a planned
systemic change process to continually
improve an organisation’s effectiveness and
efficiency by utilising diagnostic data, and
designing and implementing appropriate
solutions and interventions to measurably
enable the organisation to optimise its
purpose and strategy.SABPP (2013)
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ORGANISATION DEVELOPMENT PROCESS
MONITOR & EVALUATE
Other HR processes eg L&D
Organisational purpose
Employees’ capability to
work together
Organisational design
Diagnose
Consultation with appropriate stakeholders
ELEMENTS TO BE LINKED & OPTIMISED
Define intended outcomes, design
intervention
Prioritise and integrate
PR
OC
ESS
OU
TPU
TS
Employee communication
ENABLERS
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STANDARD ELEMENT 11
HR SERVICE DELIVERY
⓫
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HR SERVICE DELIVERY
DEFINITION
HR Service Delivery is the influencing and
partnering approach in the provision of HR
services meeting the needs of the
organisation and its employees which enables
delivery of organisational goals and targets.
SABPP (2013)
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HR/Line relationship?
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HR SERVICE DELIVERY SYSTEM
MONITOR & EVALUATE
HR strategy
HR policies and procedures
Clear roles and responsibilities for
management of people in the workplace
HR service delivery model and system
Service Level Agreement
Compliance monitoring
Employee communication
Laws, regulations,
codes, agreements
Management and employee support – guidance,
consultation, coaching
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STANDARD ELEMENT 12
HR TECHNOLOGY
⓬
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HR TECHNOLOGYDEFINITION
HR Technology is the effective utilisation of
technological applications and platforms that make
information both accessible and accurate, providing
HR and line management with the knowledge and
intelligence required for more effective decision-
making, to align all employees towards the
implementation of the organisation’s strategy.SABPP (2013)
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HR facing technology?
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HR TECHNOLOGY MANAGEMENT SYSTEM
MONITOR &
EVALUATE
IT governance & security rules
Available technology (cost,
ROI)
HR management system & processes
HRIS & other HR/HRD
requirements
Plan and implement approved developmentsEnvironmental
scanning for new developments
Training and support
Legislative reqirements
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STANDARD ELEMENT 13
HR MEASUREMENT
⓭
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HR MEASUREMENT
DEFINITION
HR measurement is a continuous process of
gathering, analysing, interpreting, evaluating and
presenting quantitative and qualitative data to
measure, align and benchmark the impact of HR
practices on organisational objectives, including
facilitating internal and external auditing of HR
policies, processes, practices and outcomes.SABPP (2013)
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HR manager’s response to
metrics?
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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
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HR Audit - Certification
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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
IntegratedReporting
HR Competencies
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The need for consistency and quality
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Conclusion
HR standards are needed to improve the
consistency and quality of HR management.
We thank all HR professionals for your
interest and support.
Best wishes with the application of the HR
Standards at your municipality.
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SABPP Exhibition - IMPSA
Meet SABPP Head of Stakeholder Relations,Kenneth Nxumalo at the exhibition
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We set HR standards!
[email protected] (Professional Registration)
[email protected] (Operations)
[email protected] (Stakeholder Relations)
[email protected] (Research)
[email protected] (Learning & Quality)
[email protected] (Strategy inputs)
[email protected] (Social media)
[email protected] (HR Audits)
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)