HR STRATEGY:

SETTING HR STANDARDS TO BUILD EFFECTIVE &

EFFICIENT WORLD-CLASS AFRICAN CITIES

Marius Meyer, CEO: SABPP

30 November 2015

@mariusSABPP@SABPP1

Background

• The future of African cities depends on its people – human

capital is key;

• Good service delivery & Africa 2063 Vision will not be

achieved if we don’t have good HR in place;

• We have pockets of excellence throughout the African

continent, but this should become the norm, not the

exception;

• Clear value-adding HR strategies are needed;

• HR standards and audits can raise the bar for HR;

• Africa leading the world with professionalising HR:

Zambia, Kenya, Nigeria, Zimbabwe, South Africa …

5 Milestones in South Africa

1. National HR Competency Model (2012)

2. National HR Standards (2013)

3. HR Audit Framework (2014)

4. HR Metrics – Human Capital (2015)

5. HR as Commissioners of Oaths (2015)

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

HR Professionalism Priorities

HR team members engage with HR Standards Shirley Gumenge registered as HR professional

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)

The reality is …

468 HR Leaders developing

HR Standards for South Africa

BUSINESS STRATEGY – HR BUSINESS ALIGNMENT

StrategicHRM

TalentManagement

HR RiskManagement

FUNCTIONAL & CROSS-FUNCTIONAL 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

BUSINESS STRATEGY – HR BUSINESS ALIGNMENT

StrategicHRM 4.5

TalentManagement

4.1

HR RiskManagement

4.1

FUNCTIONAL & CROSS FUNCTIONAL HR VALUE CHAIN

HR VALUE & DELIVERY PLATFORM

Work-force

Planning 4.4

Learning5.8

Perfor-mance

5.0

Reward4.3

Well-ness 5.2

ERM5.7

OD4.7

HR Service Delivery

5.9

HR Technology(HRIS) 5.1

Prepare

Imple-ment

Review ImproveMEASURING HR SUCCESS 4.2HR Audit: Standards & Metrics

H R

C O

M P

E T E N C

I E SSELF RATINGS – OVERALL AVERAGE

BUSINESS STRATEGY – HR BUSINESS ALIGNMENT

StrategicHRM 6.1

TalentManagement

4.3

HR RiskManagement

6.8

FUNCTIONAL & CROSS FUNCTIONAL HR VALUE CHAIN

HR VALUE & DELIVERY PLATFORM

Work-force

Planning 6.3

Learning6.2

Perfor-mance

6.1

Reward6.9

Well-ness 5.9

ERM6.5

OD5.6

HR Service Delivery

5.4

HR Technology(HRIS) 5.1

Prepare

Imple-ment

Review ImproveMEASURING HR SUCCESS 4.3HR Audit: Standards & Metrics

H R

C O

M P

E T E N C

I E SAUDITED RATINGS – OVERALL AVERAGE

BUSINESS STRATEGY – HR BUSINESS ALIGNMENT

StrategicHRM

4

TalentManagement

2

HR RiskManagement

9

FUNCTIONAL & CROSS FUNCTIONAL HR VALUE CHAIN

HR VALUE & DELIVERY PLATFORM

Work-force

Planning 4

Learning & Deve-lopment

7

Perfor-mance

2

Reward5

Well-ness

8

ERM7

OD4

HR Service Delivery

7

HR Technology(HRIS) 7

Prepare

Imple-ment

Review ImproveMEASURING HR SUCCESS 3HR Audit: Standards & Metrics

H R

C O

M P

E T E N C

I E SLOCAL MUNICIPALITY SELF-ASSESSMENT

National HR Standards Files

13 standards (2013) 19 standards (2014)

HR Professional Practice Standards• Absenteeism management

• Career management

• Coaching & mentoring

• Collective bargaining

• Disciplinary procedure

• Dispute resolution

• Diversity management

• Grievance procedure

• Leadership development

• Learning design

• Learning evaluation

• Learning needs analysis

• On-boarding

• Organisation design

• Performance appraisals

• Recruitment

• Remuneration benchmarking

• Selection

• Succession planning

STRATEGIC OBJECTIVES

SALGA Blueprint

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

Municipality interest

Market comments

“This is the best human resource project

undertaken so far. It will set the national

labour standards for companies.”

Thomas Ncongwane

Other government entities

International HR bodies

Tim Ekandjo, President: IPM Namibia &Marius Meyer, CEO: SABPP in Windhoek

International interest

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

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

Guidelines for Strategic HR

• Mayors, City Managers & HR to collaborate

on creating sound HR strategies;

• Develop HR Standards for your country

and/or local government;

• Align HR strategy and practices to HR

Standards;

• Get HR functions audited against standards;

• Continuous improvement of HR.

Conclusion

Formal 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 professionalism in

local government. Let us build great African

cities by positioning HR strategically and by

raising the standard of HR practice.

Enjoy the rest of the Summit

We set HR standards!

professional@sabpp.co.za or registrations@sabpp.co.za

(Professional Registration)

executiveoffice@sabpp.co.za (CEO office)

marius@sabpp.co.za (CEO & Strategy inputs)

xolani@sabpp.co.za (COO)

hraudit@sabpp.co.za (HR Audits)

penny@sabpp.co.za (Research)

naren@sabpp.co.za (Learning & Quality)

events@sabpp.co.za (Events & HR Standards files)

Website: www.sabpp.co.za Blog: hrtoday.me

Office: 8 Sherborne Str, Parktown

Tel: +27 11 045-5400 Fax: +27 11 482-4830