Marius Meyer, #SABPP CEO launches #hrstandards2014 in Durban.
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Transcript of Marius Meyer, #SABPP CEO launches #hrstandards2014 in Durban.
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Marius Meyer, CEO: SABPP
27 November 2014
@SABPP1
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Great to be with you!
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Where can you get the slides?
OPTION 1: FAST WAY
• www.slideshare.net/SABPP
• Twitter: @SABPP1
• Blog: hrtoday.me
OPTION 2: SLOW WAY
• Via email tomorrow
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FOLLOW US ON :
@sabpp1 SABPP
@siphiwemoyo Chairman
@mariussabpp CEO
@xolani_mawande COO
@SiphiweMashoene Events
#hrstandards#sabpp
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Maslow’s needs in 2014
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Thank you for your support
I want to thank the 3000+ HR professionals
for engaging with us on this exciting project
over the last year.
Thank you to the hundreds of HR
professionals who joined our HR professional
community in accordance with the NQF Act,
Act nr 67 of 2008. Those who still need to join,
please do so by sending an email to
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Today I am sure of only 4
things:1. Change
2. Parliament is not boring anymore
3. We will sit in the traffic if we leave too late
today
4. We manage HR poorly
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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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The role of HR …
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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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Operational Management Consistency in the
Management of People
One of the toughest things to be is consistent
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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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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
• USA - SHRM
• UK – Human Capital Standard (BSI/CIPD)
• ISO HR project started
• South African National HR Standards
• HR Standards in Namibia, Zambia etc.
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The reality is …
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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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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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Market comments
“This is the best human resource project
undertaken so far. It will set the national
labour standards for companies.”
Thomas Ncongwane of Msukaligwa
Municipality, Mpumalanga
“This is the biggest HR milestone in my 33
years of experience in HR.”
Bruno Bruniquel, HR Consultant
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Market comment
“The new HR Standards marks a step in the
right direction for the HR industry and will go a
long way in putting HR on the strategic map
and ensuring consistency and quality control.”
Natalie Hardie, HR Advisor: Anglo American
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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
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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 universities
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HR Standards Publications
5 textbooks, 37 magazine articles, 8 newspaper articles
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International interest
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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)❶
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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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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) ❺
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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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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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HR Audit - Certification
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The need for consistency and quality
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Conclusion
The new National HR Standards 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
management in organisations. As HR/HRD
practitioners you are the specialists who can
make this change successful.
@SABPP1 or @MariusSABPP
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We set HR standards!
[email protected] (Professional Registration)
[email protected] (CEO office)
[email protected] (Operations)
[email protected] (HR Audits)
[email protected] (Research)
[email protected] (Learning & Quality)
[email protected] (Strategy inputs)
[email protected] (Social media)
[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
Cel: 082 859 3593 (Marius Meyer)