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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 …
• 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
The results of our research indicated that our top three priority
CCR’s include the following:
SABPP Strategic Vision
“To Professionalise the HR Profession”
SABPP - ETQA
SABPP – Registration
Committee
HRD
Committee
Business
Leader’s
Expectations
OR
Critical Customer
Requirements
(CCR’s)
Key HR Business
Partner Outputs
Competencies
CareerPaths
LearningSolutions
SABPP Strategic Vision
“To Professionalise the HR Profession”
SABPP - ETQA
SABPP – Registration
Committee
HRD
Committee
Business
Leader’s
Expectations
OR
Critical Customer
Requirements
(CCR’s)
Key HR Business
Partner Outputs
Competencies
CareerPaths
LearningSolutions
1Communicating organisational culture/values to Employees
1Keep abreast of new legislation that may impact on business
1Preparing for different situations
2Responding to organisational changes
2Managing conflict between managers
2Assessing Employee attitudes
3Enforcing standard HR policies and procedures
3Resolving political problems in the execution of business plans
4Respond to manager needs
4Retention of talent within the business
5Capacity building/Skills development
6Quickly responding to employee needs
6Communication around HR in general
11Tracking trends in employee behaviours and attitudes.
11Keep the line updated on HR initiatives
13Prioritizing across HR Needs
25Utilising new business strategies
30Developing the next generation of leaders
32Identifying talent issues before they can impact on the business
35Identifying HR Metrics
42Adjusting HR strategies to respond to changing business needs
43Understanding how HRB’s can support the business
48Redesigning Organisational Structure around strategic objectives
54Understanding the Talent needs of the business
TOTALCCR
1Communicating organisational culture/values to Employees
1Keep abreast of new legislation that may impact on business
1Preparing for different situations
2Responding to organisational changes
2Managing conflict between managers
2Assessing Employee attitudes
3Enforcing standard HR policies and procedures
3Resolving political problems in the execution of business plans
4Respond to manager needs
4Retention of talent within the business
5Capacity building/Skills development
6Quickly responding to employee needs
6Communication around HR in general
11Tracking trends in employee behaviours and attitudes.
11Keep the line updated on HR initiatives
13Prioritizing across HR Needs
25Utilising new business strategies
30Developing the next generation of leaders
32Identifying talent issues before they can impact on the business
35Identifying HR Metrics
42Adjusting HR strategies to respond to changing business needs
43Understanding how HRB’s can support the business
48Redesigning Organisational Structure around strategic objectives
54Understanding the Talent needs of the business
TOTALCCR
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
1 Technology factors (71%)
2 People skills (69%)
3 Market factors (68%)
4 Macro-economic factors
5 Regulatory concerns
6 Globalisation
7 Socio-economic factors
8 Environmental issues
9 Geopolitical factorsIBM CEO Study 2012
Biggest Opportunities for HR
IBM: Working beyond Borders
• Cultivating creative leaders
• Mobilising for greater speed and
flexibility
• Capitalising on collective intelligence
i.e. collaboration
Most important organisational
capabilities over the next five years
IBM: Working beyond Borders
31%
33%
34%
37%
28% 30% 32% 34% 36% 38%
Innovation
Client connectivity
Execution speed
Leadership
Most important leadership qualities
over the next five years
IBM: Working beyond Borders
35%
52%
60%
0% 10% 20% 30% 40% 50% 60% 70%
Ability to balance work and life
demands
Integrity
Creativity
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 pre-
school) 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 shoemaker’s children lacking shoes. Our results suggest
that HR often doesn’t 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
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
CORE
COMPETENCIES
HR & BUSINESS KNOWLEDGE
DUTY TO SOCIETY
ETHICS
PROFESSIONALISM
4
PILLARS
SABPP Professional Values
RESPONSIBILITY
I
RESPECT
INTEGRITY
COMPETENCE
Operational Management Consistency in the
Management of People
One of the toughest things to be is consistent
Why standards ?
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.
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.
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
BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
❶ Strategic
HRM
❷ Talent
Management
❸ HR Risk
Management
HR ARCHITECTURE
HR VALUE &
DELIVERY PLATFORM
❹
Work-
force
planning
❺
Learning
❻
Perfor-
mance
❼
Reward
❽
Well-
ness
❾
ERM
❿
OD
⓫ HR Service
Delivery
⓬
HR Technology
(HRIS)
Prepare
Imple-
ment
Review Improve⓭ HR MEASUREMENT
HR Audit: Standards & Metrics
HRCOMPETENCIES
SABPP HRM SYSTEM STANDARD MODEL
HR Standards Supporters
HR Standards Journey
Phase 1:
HR MANAGEMENT
SYSTEM STANDARD
(21 May 2013)
Phase 2:
HR MANAGEMENT
SYSTEM APPLICATION
STANDARD
(20-21 Aug 2013)
Phase 3:
HR PROFESSIONAL
PRACTICE STANDARDS
(14 May 2014)
“WHAT” STANDARD
What are the elements
of the HR system?
13 elements:
Definition
Objectives
Implementation
(High level)
“HOW TO” STANDARD
How can we apply the
HR System standard?
How to apply the 13
standard elements
“WHAT” AND “HOW” OF
SPECIFIC PROFESSIONAL
PRACTICE STANDARDS
• Succession Planning
• Employment Equity
• Career Development
• Engagement
• Learning culture
• Change management
• Organisation design
STRATEGIC HRM STANDARD ELEMENT:
IMPLEMENTATION
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
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
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
HR manager’s response to
metrics?
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
The need for consistency and quality
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
Integrated
Reporting
HR Competencies
HR External Auditing Process
1. Request for Audit
2. Receive Assessment Tool
3. Agree on date(s) for audit
4. 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
SABPP BLOG
For regular updates join our special
HR Standards Blog:
www.hrtoday.me
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)

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RE-TOOLING THE HR BUSINESS PARTNER

  • 1. RE-TOOLING THE HR BUSINESS PARTNER: Standards & Competencies Marius Meyer, CEO: SABPP 5 June 2014 @SABPP1
  • 2. Agenda • Business partner challenges for the future • Competence & capabilities required for tomorrow and beyond • Responsibility for self & ongoing development • Conclusion
  • 3. The role of HR …
  • 4. • 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 The results of our research indicated that our top three priority CCR’s include the following: SABPP Strategic Vision “To Professionalise the HR Profession” SABPP - ETQA SABPP – Registration Committee HRD Committee Business Leader’s Expectations OR Critical Customer Requirements (CCR’s) Key HR Business Partner Outputs Competencies CareerPaths LearningSolutions SABPP Strategic Vision “To Professionalise the HR Profession” SABPP - ETQA SABPP – Registration Committee HRD Committee Business Leader’s Expectations OR Critical Customer Requirements (CCR’s) Key HR Business Partner Outputs Competencies CareerPaths LearningSolutions 1Communicating organisational culture/values to Employees 1Keep abreast of new legislation that may impact on business 1Preparing for different situations 2Responding to organisational changes 2Managing conflict between managers 2Assessing Employee attitudes 3Enforcing standard HR policies and procedures 3Resolving political problems in the execution of business plans 4Respond to manager needs 4Retention of talent within the business 5Capacity building/Skills development 6Quickly responding to employee needs 6Communication around HR in general 11Tracking trends in employee behaviours and attitudes. 11Keep the line updated on HR initiatives 13Prioritizing across HR Needs 25Utilising new business strategies 30Developing the next generation of leaders 32Identifying talent issues before they can impact on the business 35Identifying HR Metrics 42Adjusting HR strategies to respond to changing business needs 43Understanding how HRB’s can support the business 48Redesigning Organisational Structure around strategic objectives 54Understanding the Talent needs of the business TOTALCCR 1Communicating organisational culture/values to Employees 1Keep abreast of new legislation that may impact on business 1Preparing for different situations 2Responding to organisational changes 2Managing conflict between managers 2Assessing Employee attitudes 3Enforcing standard HR policies and procedures 3Resolving political problems in the execution of business plans 4Respond to manager needs 4Retention of talent within the business 5Capacity building/Skills development 6Quickly responding to employee needs 6Communication around HR in general 11Tracking trends in employee behaviours and attitudes. 11Keep the line updated on HR initiatives 13Prioritizing across HR Needs 25Utilising new business strategies 30Developing the next generation of leaders 32Identifying talent issues before they can impact on the business 35Identifying HR Metrics 42Adjusting HR strategies to respond to changing business needs 43Understanding how HRB’s can support the business 48Redesigning Organisational Structure around strategic objectives 54Understanding the Talent needs of the business TOTALCCR
  • 5. 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
  • 6. 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
  • 7. IBM CEO Study 2012: Factors impacting organisations 1 Technology factors (71%) 2 People skills (69%) 3 Market factors (68%) 4 Macro-economic factors 5 Regulatory concerns 6 Globalisation 7 Socio-economic factors 8 Environmental issues 9 Geopolitical factorsIBM CEO Study 2012
  • 8. Biggest Opportunities for HR IBM: Working beyond Borders • Cultivating creative leaders • Mobilising for greater speed and flexibility • Capitalising on collective intelligence i.e. collaboration
  • 9. Most important organisational capabilities over the next five years IBM: Working beyond Borders 31% 33% 34% 37% 28% 30% 32% 34% 36% 38% Innovation Client connectivity Execution speed Leadership
  • 10. Most important leadership qualities over the next five years IBM: Working beyond Borders 35% 52% 60% 0% 10% 20% 30% 40% 50% 60% 70% Ability to balance work and life demands Integrity Creativity
  • 11. 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.
  • 12. 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%.
  • 13. 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 use an airline without standards?
  • 14. 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?
  • 15. 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 shoemaker’s children lacking shoes. Our results suggest that HR often doesn’t 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
  • 16. 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 CORE COMPETENCIES HR & BUSINESS KNOWLEDGE DUTY TO SOCIETY ETHICS PROFESSIONALISM 4 PILLARS
  • 18. Operational Management Consistency in the Management of People One of the toughest things to be is consistent
  • 19. Why standards ? 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. 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.
  • 20. 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
  • 21. 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
  • 22. 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.
  • 23. 468 HR Leaders developing HR Standards for South Africa
  • 24. HR Standards Facilitators Kate Dikgale-Freeman Michael Robbins Linda Chipunza
  • 25. BUSINESS STRATEGY – HR BUSINESS ALIGNMENT ❶ Strategic HRM ❷ Talent Management ❸ HR Risk Management HR ARCHITECTURE HR VALUE & DELIVERY PLATFORM ❹ Work- force planning ❺ Learning ❻ Perfor- mance ❼ Reward ❽ Well- ness ❾ ERM ❿ OD ⓫ HR Service Delivery ⓬ HR Technology (HRIS) Prepare Imple- ment Review Improve⓭ HR MEASUREMENT HR Audit: Standards & Metrics HRCOMPETENCIES SABPP HRM SYSTEM STANDARD MODEL
  • 27. HR Standards Journey Phase 1: HR MANAGEMENT SYSTEM STANDARD (21 May 2013) Phase 2: HR MANAGEMENT SYSTEM APPLICATION STANDARD (20-21 Aug 2013) Phase 3: HR PROFESSIONAL PRACTICE STANDARDS (14 May 2014) “WHAT” STANDARD What are the elements of the HR system? 13 elements: Definition Objectives Implementation (High level) “HOW TO” STANDARD How can we apply the HR System standard? How to apply the 13 standard elements “WHAT” AND “HOW” OF SPECIFIC PROFESSIONAL PRACTICE STANDARDS • Succession Planning • Employment Equity • Career Development • Engagement • Learning culture • Change management • Organisation design
  • 28. STRATEGIC HRM STANDARD ELEMENT: IMPLEMENTATION 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
  • 29. Strategic HR: It is all about alignment
  • 30. 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.
  • 31. 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)
  • 32. 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)
  • 34. 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
  • 35. HR manager’s response to metrics?
  • 36. 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
  • 37. The need for consistency and quality
  • 38. 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 Integrated Reporting HR Competencies
  • 39. HR External Auditing Process 1. Request for Audit 2. Receive Assessment Tool 3. Agree on date(s) for audit 4. Site visit (1 Lead Auditor + 3 Auditors) – scoring instrument & consensus meeting 5. Audit Report and presentation 6. Certification
  • 40. 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
  • 41. FOLLOW US ON : @sabpp1 @mariussabpp #hrstandards
  • 42. SABPP BLOG For regular updates join our special HR Standards Blog: www.hrtoday.me
  • 43. 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)