hr professional practice standards launch - marius meyer
DESCRIPTION
HR Professional Practice Standards LaunchTRANSCRIPT
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19 November 2014, Cape Town
Marius Meyer
@SABPP1
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Thank you to the PPS pioneers!
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Employment equity table
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Output of 14 May – PPS file
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National HR Governance Strategy Alignment
HR Professional Standards: • HRMS (13) • HRMSAS (13) • HRPPS (19+)
HR Products/Services: • CPD • Mentoring • Professional registraCon • Research • HR Academy – QCTO • Curriculum standards
HR Metrics: • NaConal HR Scorecard • HR Service Standards
HR AudiCng: • Internal Audit • External Audit
King IV: HR Governance
ISO: HR
Integrated ReporCng
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From HRMSS to HR PPS HR MANAGEMENT SYSTEM STANDARD
HR PROFESSIONAL PRACTICE STANDARDS
Developed in 2013. Developed in 2014.
Overall HR Management System. HR pracCces inside the System.
13 Standard Elements. 19+ HR Professional PracCce Standards.
Broad strategic view of the HR funcCon.
Specific details of HR pracCces.
Methodologies not prescribed. Provides frameworks and context for methodologies
HR Directors are owners of System.
HR PracCConers & Subject Ma]er Experts own pracCces.
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Definition of PPS
Each PPS sets out the operational / tactical process that constitutes good practice in that particular area of HR management, giving expression to practical issues in more detail than can be covered in the main HRM Standard.
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Developing the PPS
Propose list of PPS
CollaboraCve wriCng May 14th 2014
Dra^ standardised PPS and circulate for comment June – July
Incorporate comments and launch August 2014
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• Recruitment • SelecCon • On-‐boarding/inducCon/orientaCon • Employment Equity / Diversity and Inclusion Management
• Succession Planning • Career Management
Workforce Planning
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• Learning Needs Analysis • Learning Design • Learning EvaluaCon • Coaching and Mentoring
Learning and Development
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• Performance Appraisals
Performance Management
• RemuneraCon Benchmarking
Reward and RecogniCon
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• Grievance Procedures • Disciplinary Procedures • CollecCve Bargaining • Dispute ResoluCon • Absenteeism Management
Employment RelaCons Management
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• Leadership Development • OrganisaCon Design
OrganisaCon Development
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Practitioners love them
“A very exciting innovation that will revitalise HR practice in South Africa.”
Nceba Ndzwayiba, Transformation Manager: Netcare
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Practitioners love them
“Each HR Professional Practice Standard cited in the draft HR Professional Practice Standards document has been clearly articulated. It is simple and easy to understand. Well done!”
Sithabiso Mabaso, Talent Acquisition & Compliance Manager: National Health Laboratory Service
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• “This has been an amazing journey on a personal and professional development point of view. Being part of the birth of such an amazing process that will change the face of the HR fraternity in the country was an honour indeed.”
Zanele le Roux, HR Executive: Aon Bonfield
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International feedback “Congratulations to you all on the excellent progress made in bringing to
fruition the National HR Framework (with identified elements) and now the launch of specific HR professional practices.
By recognising the inter-relatedness of HR Standards used for different purposes you are able to tackle the task of integrating HR standards in a
holistic way. The suggested methodology, using self-assessment before graduating to external validation reflects the maturity pathway required for this exercise
to be ultimately successful. Well done and keep up the good work!”
Dr Chris Andrews, Director: HR, Bond University
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Structure of the file
• How the PPS fits into the HRM System Model
• Definition • Fundamental Requirements for Good
Practice • Process Diagram • Checklists, Tips, other tools
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Expansion of the file
• With new Professional Practice Standards
• With additional resources – Dedicated website area (members only)
with other resources: articles, research, checklists
• Work in progress
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LEADERSHIP DEVELOPMENT
Where does Leadership Development fit into the HRM System?
Leadership development processes are informed by the talent management strategy and form an important talent management intervention. It is a special form of L&D and is a critical success factor to effective processes along the HR value chain including: • Performance management • Reward and Recognition • Employment Relations Management • Wellness
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LEADERSHIP DEVELOPMENT
Definition
A structured and facilitated process to grow leaders and those identified as potential
leaders in their ability to unlock potential in themselves, in others and through others.
© SABPP (2014)
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LEADERSHIP DEVELOPMENT PROCESS
FEEDBACK AND REVIEW
LD STRATEGY DOCUMENT
IMPLEMENTATION PROCESS
(Document & flow)
LEADERSHOP COMPETENCY FRAMEWORK DOCUMENT
INTERVENTION DESIGN AND SELECTION
Formal academic programmes
Personal leadership effecCveness development
Coaching/mentoring internal & external
Speakers
COMMUNICATE WITHIN
ORGANISATION & TO INDIVIDUALS ABOUT WHAT IS
PLANNED
IMPLEMENT INTER-‐
VENTIONS
IDENTIFICATION Who are current & potenCal leaders
Assessment and gap analysis according to
competency framework
Career path, career & succession planning Assessment/profiling
including team/individual/division
effecCveness
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LEADERSHIP DEVELOPMENT
Fundamental requirements for good leadership development practice:
1. A clear idea of what constitutes good leadership in the organisation and should develop a leadership competency model;
2. Development of leadership potential specific to the individual – personal preferences, styles, needs & circumstances; range of development opportunities;
3. Role-modelled and led by senior managers who should take on mentoring & other developmental roles.
© SABPP (2014)
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LEADERSHIP DEVELOPMENT
Checklist: 1. Leadership development strategy 2. Leadership development process 3. Defined competencies, qualifications, functional ability 4. Identification of Who (current & future), career path,
succession planning & career planning, assessment of as is vs to be and gaps, profiling, individual and team/division/department/area effectiveness
5. Differentiation of academic programmes and personal leadership effectiveness development (internal/external)
6. Communication intervention process (awareness) 7. Feedback and review processes
8. © SABPP (2014)
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Table discussion • Individuals:
– Using the template provided, rank the 19 in order of usefulness to you in your current context
• Group discussion: – How will the PPS help you to deliver more
value to your organisation? • What other PPS would you like to see
developed?
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Applying the PPS
• Share PPS in your HR team • Compare present practice and identify gaps • Develop action plans • Share PPS and plans with line managers • Build HR competence to deliver on the PPS • Feedback to SABPP
– Implementation experience – Case studies of innovations – Requests for more PPS
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The way forward
• Take them home and use them • Give us feedback for continuous
improvement • Help us develop new PPS
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Purpose of the tool
– Self-assessments & gap analysis – Preparation for audits – Audits
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Structure of the tool
HR Standard Element 1 STRATEGIC HR MANAGEMENT
TYPE OF EVIDENCE LIKELY SOURCE OF EVIDENCE
1.2.1 To ensure the HR strategy is derived from and aligned to the organisation’s objectives in consultation with key organisational stakeholders.
• Documentary • Interviews with key stakeholders
• CEO/Head of Organisation • Head of HR • Key stakeholders
1.2.2 To analyse the internal and external socio-economic, political and technological environment and provide proactive people-related business solutions.
• Presentations, documents prepared for strategy sessions • CEO/Head of Organisation • Other Senior practitioners • Head of HR
1.2.3 To provide strategic direction and measurements for strategic innovation and sustainable people practices.
• Documents • Discussion
• Head of HR
1.2.4 To provide a foundation for the employment value proposition of the organisation.
• Documents • Marketing material
• Head of HR and/or Head of Talent Management
1.2.5 To establish a framework for the HR element of the organisation’s governance, risk and compliance policies, practices and procedures which balance the needs of all stakeholders.
• Documents • HR management team
1.2.6 To determine an appropriate HR structure, allocate tasks and monitor the development of HR competence to deliver HR strategic objectives.
• Documents • Head of HR • Head of Talent Management
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The way forward with PPS
• Take it • Use it • Make it work for you • When you are ready on your HR
Standards journey, contact us for an HR Audit: [email protected]