National HR Standards: An opportunity for high impact business - driven people practices

@masteringsap #SAPHR16

Marius MeyerSABPP

NATIONAL HR STANDARDS: An opportunity for high impact business-driven

people practices

Mastering HR & Payroll with SAP Solutions 2016


• The HR standards journey

• HR Audits

• HR Metrics

• Questions

• Key Points to Take Home


A g e n d a


Perception or reality of HR?

https://twitter.com/HRMinds_Forum/status/448727691206750208/photo/1/large

https://twitter.com/HRMinds_Forum/status/448727691206750208/photo/1/large


Main message

Improve your HR function with standards and external audits



Two radical changes in HR

“There are two radical changes in the HR space that are

coming from entirely different directions but are destined to

collide: HR Standards and Big Data. They are radical

because they will fundamentally change the performance

evaluation of HR, the teaching of the profession, and the

standing and credibility of practitioners.”

Neil McCormick & Chris Andrews

HR Advisory Bond University


• The National HR Standards developed for South Africa is the first set of its kind in the world.

• It provides a common framework for HR best practices in driving business performance by means of high impact HR work delivered in a consistent manner.

• The goal is to reduce inconsistency and to deliver better quality HR work across organisations and industries.


Now is the time to take HR to a new level


Introduction: 3 converging projects



468 HR Leaders developing HR Standards for SA



International interest


• 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 risk-based approach

• A basis for measurement (Monitoring & Evaluation)


What are the benefits of standards?


BUSINESS STRATEGY – HR BUSINESS ALIGNMENT

StrategicHRM

TalentManagement

HR RiskManage-

ment

HR FUNCTIONAL & CROSS-FUNCTIONAL ARCHITECTURE

I

HR VALUE & DELIVERY PLATFORM

Work-forcePlan-ning

L&D

Perfor-manceMana-

gement

Reward & Re-cogni-tion

Em-ployeewell-ness

ERM OD

HR Service Delivery

HR Technology(HRIS)

Pre-pare

Imple-ment

Review Im-prove

HR MEASUREMENTHR Audit: Standards & Metrics

H R

C O

M P

E T E N C

I E S

© SABPP HR MANAGEMENT SYSTEM STANDARDS


Manage your HR Risks

12

https://twitter.com/SongezoZibi/status/404256407505350657/photo/1/large

https://twitter.com/SongezoZibi/status/404256407505350657/photo/1/large



StrategicHRM 5.0

TalentManagement

4.3

HR RiskManagement

4.1

FUNCTIONAL & CROSS FUNCTIONAL HR VALUE CHAIN


Work-force

Planning 4.4

Learning5.7

Perfor-mance

5.3

Reward4.7

Well-ness 5.5

ERM5.8

OD4.7

HR Service Delivery

5.6

HR Technology(HRIS) 4.6

Prepare

Imple-ment

ReviewImproveMEASURING HR SUCCESS 3.8

HR Audit: Standards & Metrics

H R

C O

M P

E T E N C

I E S

SELF RATINGS – OVERALL AVERAGE MAR 2016



StrategicHRM 6.9

TalentManagement

5.5

HR RiskManagement

7.6

FUNCTIONAL & CROSS FUNCTIONAL HR VALUE CHAIN


Work-force

Planning 6.6

Learning7.3

Perfor-mance

7.2

Reward7.3

Well-ness 7.6

ERM7.4

OD6.6

HR Service Delivery

6.5

HR Technology(HRIS) 6.4

Prepare

Imple-ment

ReviewImproveMEASURING HR SUCCESS 5.7

HR Audit: Standards & Metrics

H R

C O

M P

E T E N C

I E S

AUDITED RATINGS – OVERALL AVERAGE


HR Technology Standard

DEFINITION

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)


HR Technology Standard

OBJECTIVES 1. To leverage modern technology to allow easy access to relevant data (real-time, self-

service) in compliance with relevant data security and other information technology compliance requirements, laws, codes and standards (privacy); and to support efficiency and effectiveness in HR functions, for example Learning and Development (for example, e-learning); and to create more capacity within existing HR structures to deliver value-adding activities.

2. To consolidate and rapidly extract HR information in real time to deliver effective presentation of HR information to the board or governing body, line management and executive committee meetings to support planning, decision-making and management of the workforce with full knowledge of potential people risks.

3. To streamline the HR Management System and its associated processes for effective and efficient use.

4. To ensure that appropriate information security principles, policies and practices are developed and implemented.

5. To enable the effective implementation of change and improvements to the technology solutions to ensure they remain continually aligned with the organisation’s objectives.

SABPP (2013)


HR facing technology?


HR Technology Standard Implementation

MONITOR &

EVALUATE

IT governance & security rules

Available technology (cost,

ROI)

HR management system & processes

HRIS & other HR/HRD

requirements

Plan and implement approved developments

Environmental scanning for

new developments

Training and support

Legislative requirements


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

What the Auditors are looking for – 3 things


• HR teams are more ready than they think

• Integration, alignment, communication

• Fit-for-purpose

• Size does not matter

• Executive support is critical

• Measurement is key

Lessons from HR Audits against standards



• A clear HR strategy aligned to business strategy

• Very good relationships between HR & top management

• Good functional HR practices throughout value chain

• Committed and competent HR teams

• Explicit approach to continuous improvement

• Clear efforts to measure HR impact

Highlights from 2 HR audit cases studies



HR Metrics:

Human Capital Confidence Index

Human Capital Availability• What is the match of supply and demand of economically

active people (skilled and unskilled) in the country?• Where are specific under supply and over supply

situations?

Human Capital Contribution• How productive is the employed population?• What is the level of innovation in the country?

Human Capital Wellbeing• What health and wellbeing issues impact on the general

productivity potential of the economically active population?

Human Capital Wealth Creation• How do different sectors of the employed population share

in the wealth created in the country?• How attractive is the country to international talent?

Human Capital Cost, Investment and Growth• What are we doing in terms of learning and development in

the school and post-school education system?• How much are we spending on whom for what in the post-

school education system?• What are we doing and how much are we spending on job

creation efforts?• What health and wellbeing interventions are having

positive impacts on productivity?


HR manager’s response to metrics?


• Ensure a systematic approach to make all the components of your HR function work

• Align your current HR strategy and practices to the HR standards

• Build the capacity of your HR team to deliver value

• Leverage technology for speed, accuracy & service delivery

• Measure internally (self-assessment) & externally (audit)Mastering HR & Payroll with SAP Solutions 2016

Key Points to Take Home

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National HR Standards: An opportunity for high impact business - driven people practices