1. 12 September 2013
Marius Meyer
@SABPP1

2. TOUGH ECONOMIC
Learning & Development 2009
TIMES

4. New SABPP Model: HR Voice for
Professionals
Knowledge
Human resource
development
Ethics
Research - info
Quality
assurance
Value &
visibility
Open for
alliances
Learning
growth &
development
Innovation
CPD
Excellence
Self-governance
Duty to society

5. SABPP GRADUATE RELATIONSHIPS

6. HR students are the future HR professionals
of South Africa !
Meeting students at HRD Expo

7. SABPP VALUE PROPOSITION:
Products/Services to advance HR profession
RECOGNITION =
PROFESSIONAL STATUS
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Professional registration
NLRD Upload (SAQA)
RPL
Awards
Advocacy
HR Assessors/Moderators
registration
Accreditation of providers
University accreditation
RESOURCES =
PRODUCTS/SERVICES
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HR Competency Model
Social media discussions
Knowledge Centre
Booklets/DVDs
Guides/toolkits
Charts/posters
Fact sheets
One-stop info
Updates (laws, trends)
Ethics help-line
Newsletters
Website
HR Internships/jobs
HR policies
Mentoring
Workshops/seminars
Access to alliances
Event/product discounts
CPD
Students
RESEARCH =
INFORMATION
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Research papers
Position papers
Books
Articles
Cases
Benchmarking
Magazines
Labour market
information

8. Professional registration levels
MHRP
(Master)
• M/D degree + 6 years top level experience
• LoW = executive level
CHRP
(Chartered)
HRP (Professional)
• Hons degree + 4 years sr experience
• LoW = senior management
• Degree/ND + 3 years experience
• LoW = middle management
HRA (Associate)
• 2 year dip + 2 years experience
• LoW = junior level
HRT (Technician)
• Certificate + 1 year
experience
• LoW = entry

10. Is it a case of the shoemaker’s
children lacking shoes?

11. 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

12. HR COMPETENCY HOUSE

13. SOUTH AFRICAN HR COMPETENCY MODEL
STRATEGY
5 HR
CAPABILITIES
TALENT
MANAGEMENT
HR GOVERNANCE, RISK,
COMPLIANCE
ANALYTICS & MEASUREMENT
HR SERVICE DELIVERY
HR & BUSINESS KNOWLEDGE
SOLUTION CREATION & IMPLEMENTATION
INTERPERSONAL & COMMUNICATION
CITIZENSHIP FOR FUTURE: INNOVATION, TECHNOLOGY, SUSTAINABILITY
4
PILLARS
DUTY TO SOCIETY
CORE
COMPETENCIES
ETHICS
ORGANISATIONAL CAPABILITY
PROFESSIONALISM
LEADERSHIP & PERSONAL CREDIBILITY

14. Comfort zone challenged

15. Importance of ethics

16. 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, De Doorns, Medupi.
• Raising the bar for the HR profession and
business impact.

17. Operational Management Consistency in the
Management of People
One of the toughest things to be is consistent

18. 468 HR Leaders developing
HR Standards for South Africa

19. HR Standards Facilitators
Kate Dikgale-Freeman
Michael Robbins
Linda Chipunza

20. SABPP HRM SYSTEM STANDARDS MODEL
BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
Prepare
HR Risk
Management
Talent
Management
HR ARCHITECTURE
Implement
Workforce
planning
Learning
HR Service
Delivery
Review
Performance
Reward
Wellness
HR VALUE &
DELIVERY PLATFORM
HR MEASUREMENT
HR Audit: Standards & Metrics
ERM
OD
HR Technology
(HRIS)
HR COMPETENCIES
Strategic
HRM
Improve

21. HR Standards Development
Phase 1:
Phase 2:
HR MANAGEMENT
SYSTEM STANDARD
HR MANAGEMENT
SYSTEM APPLICATION
STANDARD
HR PROFESSIONAL
PRACTICE STANDARDS
“HOW TO” STANDARD
“WHAT” AND “HOW” OF
SPECIFIC PROFESSIONAL
PRACTICE STANDARDS
“WHAT” STANDARD
What are the elements
of the HR system?
13 elements:
Definition
Objectives
Implementation
(High level)
How can we apply the
HR System standard?
How to apply the 13
standard elements
Phase 3:
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Succession Planning
Employment Equity
Career Development
Engagement
Learning culture
Change management
Organisation design

22. Strategic HR: It is all about alignment

23. TALENT MANAGEMENT
STANDARD
DEFINITION
Talent Management is the proactive design and
implementation of a talent-driven business strategy
directed to attracting, deploying, developing,
retaining and optimising the appropriate talent
requirements as identified in the workforce plan to
ensure a sustainable organisation.
SABPP (2013)

24. TALENT MANAGEMENT
OBJECTIVES
2.2.1 To build a talent culture which defines the organisation’s philosophy, principles and
approach to talent, which leverages diversity and is communicated in a clear employment
value proposition.
2.2.2 To identify strategically critical positions and leadership roles and capabilities in the
organisation into the future from the Workforce Plan that will determine the sustainability of
the organisation.
2.2.3 To set up processes and systems which will:
• Attract a sustainable pool of talent for current objectives and future organisation needs.
• Achieve employment equity progress in the spirit of the legislation to achieve
transformation.
• Manage the retention and reward of talent.
• Develop the required leadership skills.
• Plan for succession to key roles.
• Identify high potential employees and link them with key future roles in the organisation
through monitored development plans.
• Identify through assessment the optimal development opportunities for talent.
2.2.4 To agree appropriate roles for stakeholders in development & management of talent.
2.2.5 To monitor and report on talent management key results areas and indicators.

25. Workforce planning

26. TALENT MANAGEMENT
STANDARD
IMPLEMENTATION FRAMEWORK
2.3.1 Analyse the talent needs of the organisation by assisting in the segmenting
and classifying talent across the organisation to ensure talent differentiation and
management thereof.
2.3.2 Conduct labour market trend analysis of the required skills.
2.3.3 Create a talent management system focusing on current and future needs.
2.3.4 Engage and support line management regarding talent identification and
requirements.
2.3.5 Decide on interventions to define and develop leadership competencies.
2.3.6 Decide on interventions to support effective talent management in the
organisation.
2.3.7 Conduct a talent review linked to organisational objectives.
SABPP (2013)

27. TALENT MANAGEMENT PROCESS
LONG TERM TALENT PLANNING
Talent needs
analysis
Labour
market
analysis
Talent review
Talent
Management
Interventions
Leadership &
key
competencies
development
Talent
Management
System

28. Talent Management Application Standard
2.3.1 Engage & support line management regarding long-term planning,
talent identification, staffing and other talent requirements
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Creating work environment that is attractive.
Managers have KPA on talent development.
Role of HR is to provide frameworks, systems, support, advice, coaching to
line managers on talent management related activities.
Processes based on philosophy, principles and approach supported by top
management, role models.
Risk tolerance in terms of appointments.
HR ensures good practice, latest thinking and research are presented to
management as appropriate to make sound decisions on talent management
approach.
Skills of line managers to perform their talent and people management
responsibilities must be adequately developed through continuous training,
coaching and mentoring.
Management agree on sourcing strategy (build, buy, borrow, birth, bridge)

29. Talent Management Application Standard
2.3.2 Analyse the talent needs of the organisation by assisting managers
to segment and classify talent across the organisation to ensure talent
differentiation and management thereof.
• Decision on how to segment talent is unique to each organisation.
• Identify key groups which are critical to organisation now and future.
• Consider core, critical and scarce groupings as the foundation for
attraction, development and retention strategies.
• Define talent pools broad enough to allow for skills development and
skills evolution.
• The decision on segmentation needs to be made in discussion with
executive team, and then a careful communication strategy must be
developed to ensure transparency to all employees.
• Talent management must emphasise the achievement of employment
equity.

30. Talent Management Application Standard
2.3.3 Conduct labour market trend analysis of the required skills:
• Skills requirements established through analysis of current and future
workforce against strategy.
• Group like skills together into fairly groups so that future changes to
technology and business processes can be catered for.
• Find sources of information on supply trends on the skills the
organisation will require.
• Talent development is a long term process, adapt talent forecasting
accordingly.
• Develop good forecasting models which can handle a large amount of
data and can be manipulated to provide different scenarios

31. Talent Management Application Standard
2.3.4 Conduct a talent review linked to organisational objectives:
• Talent reviews are discussions amongst management teams about the
stock of available talent in relation to current and future needs.
• Talent reviews should be structured, and based on data about
employees which is gathered in a comprehensive and objective
manner and presented in a format which allows valid comparisons and
scrutiny of emerging trends.
• Line managers must be familiar with part of organisation under
discussion and the people concerned.
• Hold talent reviews on a departmental basis, and consolidate upwards.
• A clear policy and procedure to be developed which states how and
when talent reviews will be conducted.

32. Talent Management Application Standard
2.3.5 Create a talent management system focusing on current and future
needs:
• A talent management system will consist of job profiling, skills audit,
development planning, succession planning, career pathing, talent pool
review processes, retention strategies, communication strategy.
• All HR processes and practices should be aligned with overall talent
strategy.
• The talent system should include expressions of desired outcomes of
talent management strategy, expressed in measurements.
• The system should include regular reviews of outcomes against
expectations.
• A budget for talent management interventions should be prepared.

33. Talent Management Application Standard
2.3.6 Decide on interventions to define and develop leadership and other
competencies:
• Adopt a leadership competency model compatible with culture and
needs of organisation, and focus on future evolution of organisation.
• Consult widely before selecting a leadership competency model.
• Leadership competency models should be balanced between formal
and informal learning, using a wide variety of different methodologies.
• Introduce other competency frameworks based on job families that are
critical to the organisation, consult widely.
• Competency development interventions should be based on gaps
identified through comparison of actual competency against
requirements of competency model for current and desired/future
positions.
• Actual competency levels/assessment methods should be
objective/fair.

34. Talent Management Application Standard
2.3.7 Decide on interventions to support effective talent management in
the organisation:
• Interventions should be planned around the life-cycle of employment
(from sourcing to terminations).
• Test interventions with pilot group before rolling out.
• Encourage an approach where an individual is held responsible for
own development and advancement.
• IDPs with a multi-year horizon are central to talent engagement and
development, and honest/constructive feedback and career
conversations.
• Open and transparent communication with employees.
• An explicit and attractive employment value proposition must be
elucidated and communicated.
• A robust and diversified pipeline of external resources should be in
place and developed.
• Programmes – apprenticeships, learnerships, internships.

35. TALENT MANAGEMENT PROCESS
LONG TERM TALENT PLANNING
Talent needs
analysis
Labour
market
analysis
Talent review
Talent
Management
Interventions
Leadership &
key
competencies
development
Talent
Management
System

36. HR Standards Roll-out
Development
Consultation
Release
(21 May)
(June-July)
(20-21 Aug 24 Oct)
Standards-writing
Standards inputs
Standards
finalisation
(100 top HR
professionals)
(100 top HR
specialists +
1000 professionals)
(450 HR Directors
sign-off)
HR Standards
conference

37. The need for consistency and quality

38. SABPP HRM SYSTEM STANDARDS MODEL
BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
Prepare
❸ HR Risk
Management
❷ Talent
Management
HR ARCHITECTURE
Implement
❹
Workforce
planning
❺
Learning
⓫ HR Service
Delivery
Review
❻
Performance
❼
Reward
❽
Wellness
HR VALUE &
DELIVERY PLATFORM
⓭ HR MEASUREMENT
HR Audit: Standards & Metrics
❾
ERM
❿
OD
⓬
HR Technology
(HRIS)
HR COMPETENCIES
❶ Strategic
HRM
Improve

39. SABPP HR Standards Roadmap
PHASE 4:
PHASE 2:
Integrated
Reporting
HR Standards
PHASE 1:
PHASE 6:
Management
System
Standard
HR
integrated in
King IV
PHASE 5:
PHASE 3:
CPD &
Support Tools
HR Metrics
2012
2013
2017

40. National HR Governance Strategy Alignment
HR Competencies
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HR Products/Services:
CPD
Mentoring
Professional registration
Research
HR Academy – QCTO
Curriculum standards
ISO: HR
HR Professional Standards:
• HRMS (13)
• HRMSAS (13)
• HRPPS (30+)
HR Metrics:
• National HR Scorecard
• HR Service Standards
Integrated
Reporting
HR Auditing:
• Internal Audit
• External Audit
King IV:
HR Governance

41. Conclusion
National HR competencies and standards are
needed to improve the consistency and
quality of HR management.
Best wishes with your HR professional and
graduate development work. Please keep on
engaging with us as we take this exciting
initiative forward.
If you need a copy of the 1st HR Standards File, contact us on
executiveoffice@sabpp.co.za or join us on 24 October for the launch.

42. FOLLOW US ON :
@sabpp1
@mariussabpp
#hrstandards2013

43. We set HR standards!
professional@sabpp.co.za (Professional Registration)
sithembele@sabpp.co.za (Professional Services)
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
Office: 8 Sherborne Str, Parktown
Tel: +27 11 482-8595 Fax: +27 482-4830
Cel: 082 859 3593 (Marius Meyer)