moving from operational hr professional to strategic planner
TRANSCRIPT
MOVING FROM OPERATIONAL HR
PROFESSIONAL TO STRATEGIC PLANNER
Xolani Mawande
23 July 2015
@SABPP1
Agenda
• Part A: HR trends and best practices
• Part B: State of HR profession
• Part C: HR Competency Model & National HR
Standards
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 - ETQASABPP – Registration
CommitteeHRD
Committee
Business Leader’s
Expectations
OR
Critical Customer Requirements
(CCR’s)
Key HR Business Partner Outputs
Competencies
Care
er P
ath
s
Le
arn
ing
So
lutio
ns
SABPP Strategic Vision
“To Professionalise the HR Profession”
SABPP - ETQASABPP – Registration
CommitteeHRD
Committee
Business Leader’s
Expectations
OR
Critical Customer Requirements
(CCR’s)
Key HR Business Partner Outputs
Competencies
Care
er P
ath
s
Le
arn
ing
So
lutio
ns
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
Part A:
HR Trends & Best Practices
Where is HR going globally and in South Africa?
What are the major HR trends and best practices?
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
IBM CEO Study 2012:
Factors impacting organisations
1 Technology factors (71%)2 People skills (69%)3 Market factors (68%)4 Macro-economic factors5 Regulatory concerns6 Globalisation7 Socio-economic factors8 Environmental issues9 Geopolitical factors
IBM CEO Study 2012
HR Trends
• HR as Strategic Partner and Talent Management
• HR Governance
• HR Risk Management
• New role to impact ethics in organisations
• HR contribution to CSR and socio-economic
situation - sustainability
• HR Technology and Social Media
• HR standards and metrics – integrated reporting
• HR Competency models - professionalism
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 lifedemands
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%.
SABPP BENEFITSRECOGNITION =
PROFESSIONAL STATUSRESOURCES =
PRODUCTS/SERVICESRESEARCH =
INFORMATION
• Professional registration• NLRD Upload (SAQA)• RPL• Awards• Advocacy• HR Assessors/Moderators
registration• Accreditation of providers• University accreditation
• HR Competency Model• Social media discussions• Knowledge Centre• Booklets/DVDs• Guides/toolkits• Charts/posters• Fact sheets• One-stop info• Updates (laws)• Ethics help-line• Newsletters• Website• HR Internships/jobs• HR policies• Mentoring• Workshops/seminars• Access to alliances• CPD• Students
• Research papers• Position papers• Books• Articles• Cases• Benchmarking• Magazines• Labour market
information
Professional registration levels
• M/D degree + 6 years top level experience
• LoW = executive levelMHRP
(Master)
CHRP
(Chartered)
• Degree/ND + 3 years experience
• LoW = middle managementHRP (Professional)
HRA (Associate)
• Certificate + 1 year experience
• LoW = entryHRT (Technician)
• Hons degree + 4 years sr experience
• LoW = senior management
• 2 year dip + 2 years experience
• LoW = junior level
BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
❶ StrategicHRM
❷ TalentManagement
❸ HR RiskManagement
HR ARCHITECTURE
HR VALUE & DELIVERY PLATFORM
❹Work-force
planning
❺
Learning
❻Perfor-mance
❼
Reward
❽Well-ness
❾ERM
❿OD
⓫ HR Service Delivery
⓬HR Technology
(HRIS)
Prepare
Imple-ment
Review Improve⓭ HR MEASUREMENTHR Audit: Standards & Metrics
H R
C O
M P
E T E N C
I E S© SABPP HRM SYSTEM STANDARD MODEL
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)
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
HR RISK MANAGEMENT
DEFINITION
HR Risk Management is a systematic
approach of identifying and addressing people
factors (uncertainties and opportunities) that
can either have a positive or negative effect
on the realisation of the objectives of an
organisation.
SABPP (2013)
HR Risk example
HR RISK MANAGEMENT PROCESS
Assessment of risk tolerance for each risk
Identify and evaluate impact of
HR risks
HR practices, programmes, metrics to
manage risks
HR Risk Map
HR Risk Register
Organisation’s risk management
structures and processes
HR Risk Register
HR Risk Management
Plan
HR Risk Map
MONITOR & EVALUATE
Competency levels of the top 10
HR priorities
Priority Area Priority
Weight
Competency
Weight
Priority
Rank
Competency
Rank
Creating a high-performance culture /
Performance management 3.91 3.42 1 6
Leadership and management
development 3.79 3.36 2 8
Skills development 3.77 3.58 3 3
Focus on corporate values, ethics 3.71 3.45 4 4
Industrial / Employee relations 3.69 3.70 5 2
Customer service / relations 3.68 3.43 6 5
Employee engagement 3.68 3.35 7 9
Change management 3.68 3.22 8 16
Crafting and implementing HR strategy 3.64 3.40 9 7
HR policies and procedures 3.62 3.71 10 1
HR Survey (2011)
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
How to become a strategic thinker
• Study the strategy of your business
• Study the strategies of other businesses
• Read more about strategy – FM, HBR
• Internalise the annual report of your
company
• Identify HR opportunities from the strategy
• Put your strategy on one page
• Develop an HR Risk Framework
• Do proper HR analytics and metrics
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
IntegratedReporting
HR Competencies
Conclusion
HR professionals need to move from an
operational to a strategic mindset. Join us on
the journey towards high impact strategic HR
thinking, plans and results.
Let us build a great HR profession!
[email protected] (Professional Registration)
[email protected] (Operations)
[email protected] (Stakeholder Relations)
[email protected] (Research)
[email protected] (Learning & Quality)
[email protected] (Strategy inputs)
[email protected] (Social media)
Website : www.sabpp.co.za Twitter: @SABPP1
New office: 8 Sherborne Str, Parktown
Tel: 011 045-5400 Fax: 011 482-4830