RE-TOOLING THE HR BUSINESS

PARTNER:
Standards & Competencies

Marius Meyer, CEO: SABPP

5 June 2014

@SABPP1

Agenda
Business partner challenges for the future
Competence & capabilities required for tomorrow
and beyond

Responsibility for self & ongoing development

Conclusion

The role of HR

The results of our research indicated that our top three priority
CCRs include the following:
TOTAL
54

Redesigning Organisational Structure around strategic objectives

48

Understanding how HRBs can support the business

43

Adjusting HR strategies to respond to changing business needs

42

Identifying HR Metrics

35

Identifying talent issues before they can impact on the business

32

Developing the next generation of leaders

30

Utilising new business strategies

25

Prioritizing across HR Needs

13

Keep the line updated on HR initiatives

11

Tracking trends in employee behaviours and attitudes.

11

Communication around HR in general

Quickly responding to employee needs

Capacity building/Skills development

Retention of talent within the business

Respond to manager needs

Resolving political problems in the execution of business plans

Enforcing standard HR policies and procedures

Assessing Employee attitudes

Managing conflict between managers

Responding to organisational changes

Preparing for different situations

Keep abreast of new legislation that may impact on business

Communicating organisational culture/values to Employees

Identifying talent issues before they impact the

business
Adjusting HR strategies to respond to changing
business needs
Understanding how HR business partners can

support the business

Business
Leaders
Expectations
Key HR Business
Partner Outputs

OR

Competencies

Critical Customer
Requirements
(CCRs)

SABPP - ETQA

SABPP Registration
Committee

SABPP Strategic Vision

To Professionalise the HR Profession

Learning Solutions

Understanding the Talent needs of the business

Career Paths

CCR

HRD
Committee

PARADIGM SHIFT

OPERATIONAL MINDSET
Day-to-day tasks
Transactional HR
Getting things done
Crisis reactive management
Doing things now
Training for tasks
Managing people
Internal focus
Short-term measures

STRATEGIC THINKING
Long term priorities
Transformational HR
Creating value
Proactive management
Planning things for future
Organisational capability
Leading people
External focus
Strategic measures - metrics

Business partner challenges

HR Competence as Strategic Partner and Talent
Management - HR Competency Models
Line management people skills
HR Governance - accountability
HR Risk Management
New role to impact ethics in organisations
HR Technology and Social Media
HR standards and metrics integrated reporting

IBM CEO Study 2012:

Factors impacting organisations

IBM CEO Study 2012

1
2
3
4
5
6
7
8
9

Technology factors (71%)

People skills (69%)
Market factors (68%)
Macro-economic factors
Regulatory concerns
Globalisation
Socio-economic factors
Environmental issues
Geopolitical factors

Biggest Opportunities for HR

Cultivating creative leaders

Mobilising for greater speed and
flexibility

Capitalising on collective intelligence

i.e. collaboration
IBM: Working beyond Borders

Most important organisational

capabilities over the next five years
Leadership

37%

Execution speed

34%

Client connectivity

33%

Innovation

31%
28%

IBM: Working beyond Borders

30%

32%

34%

36%

38%

Most important leadership qualities

over the next five years

Creativity

60%

Integrity

52%

Ability to balance work and life

demands

35%

0%

IBM: Working beyond Borders

10% 20% 30% 40% 50% 60% 70%

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.

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%.

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 preschool) without standards?
4. Or get operated in a hospital without any
standards?
5. Or use an airline without standards?

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?

HR Talent Management
Quite possibly the biggest challenge that needs to occur in
HR has to do with talent management not elsewhere in
organisations, but how talent management in HR is a case of
the shoemakers children lacking shoes. Our results suggest
that HR often doesnt have the right talent; all too often it has
talent that is inferior to the talent in other parts of the
organization.

Ed Lawler III

& John Boudreau (2009)

Achieving Excellence in Human Resources Management, Stanford University Press

SOUTH AFRICAN HR COMPETENCY MODEL

STRATEGY

5 HR
CAPABILITIES

TALENT
MANAGEMENT
HR GOVERNANCE, RISK,
COMPLIANCE
ANALYTICS & MEASUREMENT
HR SERVICE DELIVERY

HR & BUSINESS KNOWLEDGE

SOLUTION CREATION & IMPLEMENTATION

INTERPERSONAL & COMMUNICATION
CITIZENSHIP FOR FUTURE: INNOVATION, TECHNOLOGY, SUSTAINABILITY

4
PILLARS

DUTY TO SOCIETY

CORE
COMPETENCIES

ETHICS

ORGANISATIONAL CAPABILITY

PROFESSIONALISM

LEADERSHIP & PERSONAL CREDIBILITY

SABPP Professional Values

RESPONSIBILITY

INTEGRITY
I

RESPECT

COMPETENCE

Operational Management Consistency in the

Management of People

One of the toughest things to be is consistent

Why standards ?

Today standard users account

for 78% of the FTSE 100, 53% of
the Nikkei, and 44% of both the
Fortune 500 and Hang Seng
listed companies.

The chair that you're sitting on, or the desk your computer is
perched on, are held together by bolts and screws.
Humble bolts and screws also hold together our children's bicycles
- and also the aircraft we trust our lives to during business trips or
holiday travel.
The diversity of screw threads used to represent big problems for
industry, particularly in maintenance, as lost or damaged nuts and
bolts could not easily be replaced. A global solution is supplied in
the ISO standards for metric screw threads.
The credit card you may have used to buy your holiday can be
used worldwide because all its basic features are based on ISO
standards.
We are so familiar with many objects, like credit or telephone
cards, that we tend to assume they just "fell out of the sky". In fact,
the ease with which we can use them can be traced back to an ISO
standard.

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

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

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.

468 HR Leaders developing

HR Standards for South Africa

HR Standards Facilitators

Kate Dikgale-Freeman

Michael Robbins

Linda Chipunza

SABPP HRM SYSTEM STANDARD MODEL

BUSINESS STRATEGY HR BUSINESS ALIGNMENT
Prepare

HR Risk
Management

Talent
Management

HR ARCHITECTURE
Implement

Workforce
planning

Learning

HR Service
Delivery

Review

Performance

Reward

Wellness

HR VALUE &
DELIVERY PLATFORM

HR MEASUREMENT
HR Audit: Standards & Metrics

ERM

OD

HR Technology
(HRIS)

HR COMPETENCIES

Strategic
HRM

Improve

HR Standards Supporters

HR Standards Journey
Phase 1:
HR MANAGEMENT
SYSTEM STANDARD
(21 May 2013)

WHAT STANDARD
What are the elements
of the HR system?
13 elements:
Definition
Objectives
Implementation
(High level)

Phase 2:

Phase 3:

HR MANAGEMENT
SYSTEM APPLICATION
STANDARD
(20-21 Aug 2013)

HR PROFESSIONAL
PRACTICE STANDARDS
(14 May 2014)

HOW TO STANDARD

WHAT AND HOW OF

SPECIFIC PROFESSIONAL
PRACTICE STANDARDS

How can we apply the

HR System standard?
How to apply the 13
standard elements

Succession Planning
Employment Equity
Career Development
Engagement
Learning culture
Change management
Organisation design

STRATEGIC HRM STANDARD ELEMENT:

IMPLEMENTATION

Organisations
strategic intent

People
strategy

HR
strategic
agenda

Environmental
scan (PESTL)

Framework of
HR policies &
programmes

HR structure, service
model and capability
development

People strategy

Allocate roles &

responsibilities
(line/HR/support
functions)

HR
business
plan

HR
strategic
agenda

MONITOR &
EVALUATE

Strategic HR: It is all about alignment

Why do we need the HR

Service Delivery standard
element?
The HR service at both strategic and operational levels
must be delivered efficiently and effectively.
The HR service must support managers and employees
where and when they need the support.
As HR Professionals we have to commit to good service.
At the same time, the HR service must adhere to
professional standards, which uphold the values of the HR
profession.

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)

HR SERVICE DELIVERY
OBJECTIVES
11.2.1 To ensure timeousness, consistency, credibility and quality in the delivery of HR
services, using resources productively and measuring and improving on delivery.
11.2.2 To ensure sustainability of HR practices within the organisation.
11.2.3 To support the effective management of the human element in an organisation by
means of an effective HR service delivery model and system.
11.2.4 To provide effective professional advice and guidance to managers and employees
regarding the correct implementation of labour laws and other legislative requirements, HR
policies, practices and procedures.
11.2.5 To establish functional standards for accurate HR record-keeping and administration,
developing and implementing an end-user friendly administrative process and system
enabling proper data management.
11.2.6. To measure employee engagement on the one hand, and satisfaction with the
delivery of HR services on the other hand.

SABPP (2013)

HR/Line relationship?

HR SERVICE DELIVERY SYSTEM

HR service delivery
model and system

Clear roles and

responsibilities for
management of people in the
workplace

Service Level
Agreement

HR strategy

Compliance monitoring

Laws,
regulations,
codes,
agreements

HR policies and
procedures

Employee
communication

Management and employee

support guidance,
consultation, coaching

MONITOR &
EVALUATE

HR managers response to
metrics?

HR MEASUREMENT SYSTEM
METRICS FOR PEOPLE
MANAGEMENT IN THE
ORGANISATION

METRICS FOR HR
EFFECTIVENESS/
EFFICIENCY

What issues do we need

to manage
(risks/opportunities)?

What are the

outcomes specified
in the SLA?

What are the

drivers behind
those issues?

How can we measure

those in a Balanced
Score Card?

How can we
measure those
drivers?

METRICS

Financial and
operational reporting
systems in
organisation

Management system
& resources to collect
and report

MONITOR
&
EVALUATE

The need for consistency and quality

National HR Governance Strategy Alignment

HR Competencies

HR Metrics:
National HR Scorecard
HR Service Standards

HR Products/Services:
CPD
Mentoring
Professional registration
Research
HR Academy QCTO
Curriculum standards

ISO: HR

HR Professional Standards:
HRMS (13)
HRMSAS (13)
HRPPS (30+)

Integrated
Reporting

HR Auditing:
Internal Audit
External Audit

King IV:
HR Governance

HR External Auditing Process

1.
2.
3.
4.

Request for Audit

Receive Assessment Tool
Agree on date(s) for audit
Site visit (1 Lead Auditor + 3 Auditors)
scoring instrument & consensus meeting
5. Audit Report and presentation
6. Certification

Conclusion

HR standards and competent HR business

partners are needed to improve the
consistency and quality of HR management.
Best wishes with your HR business partnering
work as the HR leaders at your companies.

For more information, contact us on executiveoffice@sabpp.co.za

FOLLOW US ON :
@sabpp1
@mariussabpp

#hrstandards

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Let us meet or exceed the national HR

Standards
professional@sabpp.co.za (Professional Registration)
kenneth@sabpp.co.za (Stakeholder Relations)
penny@sabpp.co.za (Research)
naren@sabpp.co.za (Learning & Quality)
marius@sabpp.co.za (Strategy inputs)
voice@sabpp.co.za (Social media)
Website : www.sabpp.co.za Blog: hrtoday.me
New office: 8 Sherborne Str, Parktown, South Africa
Tel: +27 11 482-8595 Fax: +27 11 482-4830
Cel: 082 859 3593 (Marius Meyer)