1) SABPP is developing new HR standards, competency models and metrics for South Africa to professionalize the HR profession. 2) Research was conducted to identify the top HR priorities and competencies needed. The top three priorities were understanding talent needs, redesigning organizational structure, and understanding how HR can support the business. 3) A new South African HR competency model is being developed based on analysis of global models and local research. It will include five HR capabilities, five core competencies, and four pillars. 4) SABPP is rolling out the new standards in phases, starting with a management system standard and moving to functional standards, metrics, and ultimately integrated reporting. The goal is

1. BUILDING THE HR PROFESSION AND PEOPLE
MANAGEMENT:
New HR Competency Model, Standards & Metrics
for South Africa
Kenneth Nxumalo, Marius Meyer, Penny Abbott, Naren Vassan,
Sithembele Stofile
26 March 2013
marius@sabpp.co.za
@SABPP1

3. The results of our research indicated that our top three priority
CCR’s include the following:
CCR
TOTAL
Understanding the Talent needs of the business
54
Redesigning Organisational Structure around strategic objectives
48
Understanding how HRB’s can support the business
43
Adjusting HR strategies to respond to changing business needs
42
Identifying HR Metrics
35
Identifying talent issues before they can impact on the business
32
Developing the next generation of leaders
30
Utilising new business strategies
25
Prioritizing across HR Needs
13
Keep the line updated on HR initiatives
11
Tracking trends in employee behaviours and attitudes.
11
Retention of talent within the business
4
Respond to manager needs
4
Resolving political problems in the execution of business plans
3
Enforcing standard HR policies and procedures
3
Assessing Employee attitudes
2
Managing conflict between managers
2
Responding to organisational changes
2
Preparing for different situations
1
Keep abreast of new legislation that may impact on business
1
Communicating organisational culture/values to Employees
1
support the business
Business
Leader’s
Expectations
Key HR Business
Partner Outputs
OR
Competencies
Critical Customer
Requirements
(CCR’s)
SABPP - ETQA
SABPP – Registration
Committee
SABPP Strategic Vision
“To Professionalise the HR Profession”
Learning Solutions
5
•
6
Capacity building/Skills development
•
6
Quickly responding to employee needs
Identifying talent issues before they impact the
business
Adjusting HR strategies to respond to changing
business needs
Understanding how HR business partners can
Career Paths
Communication around HR in general
•
HRD
Committee

4. Top SA HR priorities
Talent
Management
High
Leadership
dev
Strategic
partner
FUTURE
IMPORTANCE
Low
HR
process
Restructuring
High
Performance
Commitment
Worklife
balance
Learning
Diverorg
sity
Change
Demographics
Global
Recruitment
CURRENT CAPABILITY
CSR
Shared
services
Low
4
BCG/WFPMA (2008)

5. 1. SABPP is a professional body for HR
practitioners in South Africa
2. Quality assurance body for HR learning
provision.
3. SABPP also accredits the HR academic
programmes of universities.

6. 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

7. Alliances
ALLIANCES TO STRENGTHEN HR

8. SABPP VALUE PROPOSITION:
Products/Services to advance HR profession
RECOGNITION =
PROFESSIONAL STATUS
•
•
•
•
•
•
•
•
Professional registration
NLRD Upload (SAQA)
RPL
Awards
Advocacy
HR Assessors/Moderators
registration
Accreditation of providers
University accreditation
RESOURCES =
PRODUCTS/SERVICES
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
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
•
•
•
•
•
•
•
•
Research papers
Position papers
Books
Articles
Cases
Benchmarking
Magazines
Labour market
information

9. 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. Marius Meyer, SABPP CEO receiving the SAQA certificate of
professional body recognition from the Minister of Higher Education
and Training, Dr Blade Nzimande.

11. Committees
Professional
Registration
CPD
ETQA
LGDI
Risk & Audit
IT Governance
Higher
Education
HRRI
Ethics
Disciplinary
Labour
market
Mentoring

12. DRIVERS:
HRD
Research
Value
NEW SABPP VALUE CHAIN
LEADERS
HEAD:
STAKEHOLDER
RELATIONS
Connect with HR
professionals &
partners
CEO
Lead, govern,
strategise,
align,
integrate
Openness
Innovation
CPD
Excellence
HEAD: LEARNING &
QUALITY
ASSURANCE
Build capacity and
accredit learning
HEAD:
PROFESSIONAL
SERVICES
Set standards &
deliver HR
professional
services
HEAD:
RESEARCH &
DEVELOPMENT
Innovate profession
through knowledge

13. IBM CEO Study 2012:
Factors impacting organisations
IBM CEO Study 2012
1
2
3
4
5
6
7
8
9
Technology factors (71%)
People skills (69%)
Market factors (68%)
Macro-economic factors
Regulatory concerns
Globalisation
Socio-economic factors
Environmental issues
Geopolitical factors

14. We are changing with technology

15. SCARCE AND CRITICAL SKILLS
Pos. Type of scarce and critical skills area
Magnitude of scarcity
1 Industrial & Mechanical Engineers and Technologists
2 Medical Technicians
3 Training & development professionals
4 Metal fitters & machinists
5 Specialist managers
6 Agriculture & forestry scientists
7 Chemistry, food & beverage technicians
8 Electrical Engineering, draft persons & technicians
9 Social workers
9 Medical and laboratory scientists & technologists
10 Motor mechanics
11 Structural steel & welding trade workers
11 Advertising, marketing & sales managers
12 Civil engineering, draft persons & technicians
13 HR Professionals
14 Advertising, marketing & sales professionals
15 Production & operations managers
12 665
10 000
9 260
8 340
6 955
6 175
6 145
5 145
5 000
5 000
4 205
4 045
4 045
3 960
3 855
3 095
3 130
(DHET, 2011)

16. 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

17. BACKGROUND & METHODOLOGY
• First SABPP HR Competency Model (1990)
• Project driven by 2 top HR Talent specialists:
Lydia Cillie-Schmidt & Terry Meyer
• Good inputs from market – Steel company,
Nedbank, Sasol, DPSA, Ethekweni Municipality,
Qbit, Catalyst Consulting
• Continuous engagement and consultation
• Analysis of global and local HRCMs & research
• Integration of key elements into an SA HR
profession map and competency model

18. Design principles
• Based on overarching HR profession map
• Learn from the previous models, integrate best
elements – leading competencies world-wide
• But not copying from global models
• Relevant to South Africa – unique/local
• Alignment of personal and business
competencies and HR competencies
• Focus on present and future

19. ULRICH MODELS 1 - 4

20. ULRICH 5.0

21. CORPORATE LEADERSHIP
COUNCIL

22. CORPORATE LEADERSHIP
COUNCIL

23. RBL HR COMPETENCY STUDY

24. CIPD

25. 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)

26. HR COMPETENCY HOUSE

27. 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
5 CORE
COMPETENCIES
ETHICS
ORGANISATIONAL CAPABILITY
PROFESSIONALISM
LEADERSHIP & PERSONAL CREDIBILITY

28. Comfort zone challenged

29. Use of workforce
analytics remains limited
Measuring collaboration and knowledge sharing across
the organisation
14% 5%
Enhancing workforce productivity
39%
Evaluating workforce performance
40%
15%
38%
19%
Retaining valued talent within the organisation
Sourcing, recruiting and onboarding individuals from
outside the organisation
Developing workforce skills and capabilities
Allocating the workforce across the organisation
14%
40%
30%
35%
Developing strategy linked to business strategy
28%
Developing future leaders
29%
20%
22%
23%
25%
26%
0% 10% 20% 30% 40% 50% 60%
IBM: Working beyond Borders
Can identify
historical
trends and
patterns
Can develop
scenarios and
predict future
outcomes

30. L&D Benchmarks
(ASTD/SABPP)
BENCHMARK
USA
RSA
CHANGE
Average % payroll
2,24%
3,94%
+ 0,83
Hours /employee
36
40
- 12
Spend/employee
$1068
R 6898
+R 1700
Employees/trainer
253
157
+19
% companies elearning
31%
43%
+ 10%
% outsourced
22%
62%
+10%
Order full report: hrri@sabpp.co.za

31. What is a management system?
One definition of management is 'the guidance and control of
action', and a system is defined as a 'set of components
interconnected for a purpose'.
 A management system is: 'A set of components, interconnected
for the guidance and control of action'.
 This suggests that the 'interconnection' has been planned for a
reason, and that the purpose would not be achieved without the
'interconnection'. In other words, the separate components
would not independently achieve the same results.
Integrated management system

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

33. Revenue per full-time employee
Not applicable
15%
?
3%
It’s confidential
4%
Don’t measure/Don’t know
23%
R10 million+
2%
R1 million to R 10 million
12%
R100 000 to R1 million
16%
> R100 000
24%
R0
1%
0%
5%
10%
15%
20%
25%
30%

34. Cost of labour as a % of revenue
Too confidential
2%
Not done
4%
Don’t know/Not applicable
25%
61 - 70%
11%
51 - 60%
14%
41 - 50%
9%
31 - 40%
7%
21 - 30%
12%
11 - 20%
7%
> 10%
9%
0%
5%
10%
15%
20%
25%
30%

35. LTO rate
Indicate LTO rate:
44%
Don't measure
21%
Don't know
35%
0%
10%
20%
30%
40%
50%

36. Absenteeism rate
Indicate absenteeism rate
35%
Don't measure
31%
Don't know
34%
29%
30%
31%
32%
33%
34%
35%
36%

37. HR manager’s response to
metrics?

38. The basic metrics they propose as
essential for investors to know are:
1. Spending on human capital
a. Total amount spent on employees (salaries, benefits, taxes)
b. Total amount spent in support of employees
c. Total amount spent in lieu of employees (contractors, etcetera)
d. Total amount invested in training and development
e. Total headcount and total FTE (full-time equivalents) at the end of the
period
2. Ability to retain talent
a. Voluntary and total turnover
b. Broken down by subset of EEO-1 job types
c. Industry standard formula of (# of terminations during the period) / (average
active headcount during the period)
3. Leadership depth
a. Percentage of defined positions that have an identified successor
b. Percentage of open defined positions filled internally during the period
SHRM (April 2012)

39. The basic metrics they propose as
essential for investors to know are:
4. Leadership quality
a. Index of relevant questions from employee survey
b. Information on the response rate and methodology/tool
5. Employee engagement
a. Index of relevant questions from employee survey 287
b. Information on the response rate and methodology/tool
6. Human capital discussion & analysis (HD&A)
a. Narrative to provide context and discussion of the reported metrics
b. Disclosure of any material risks or any other material information related to
human capital
Note: Organisations may wish to include breakdowns of these metrics by unit
or region; it simply depends on what makes sense to the organisation and its
investors.
SHRM (April 2012)

40. Risk + readiness

41. SocialHR Social Media Strategy
media strategy
e❸
engage for
empowerment towards
excellence
Connecting HR professionals in
professional social media
networks

42. FOLLOW US
for daily HR news, articles, reports
@sabpp1

43. HR facing social media

44. Getting the balance right…
Professional
knowledge and
standards
(competence)
Doing good
work
(excellence)
Accountability
Responsibility
Professional ethics
(conscience)
Ethical
behaviour
and conduct
(ethics)
Fairness
Transparency

45. SABPP HR System Standards Model
BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
Prepare
HR Risk
Management
FUNCTIONAL & CROSS FUNCTIONAL HR VALUE CHAIN
Implement
Workforce
planning
Learning
HR Service
Delivery
Review
Performance
Reward
Wellness
HR VALUE & DELIVERY PLATFORM
MEASURING HR SUCCESS
HR Audit: Standards & Metrics
ERM
OD
HR COMPETENCIES
Talent
Management
Strategic
HRM
HR Technology
(HRIS)
Improve

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

47. The need for consistency and quality

48. HR Standards Roll-out
Development
(21 May)
Consultation
(June-July)
Release
(20-22 Aug)
Standards-writing
Standards inputs
Standards
finalisation
(100 top HR
professionals)
(100 top HR
specialists +
1000 professionals)
(100 HR Directors
sign-off)
HR Standards
conference

49. Conclusion
It was great being with you. The new
competency model sets the benchmark for
HR competence. HR standards are needed to
improve the consistency and quality of people
management. HR metrics are needed to
assess the bottom-line impact of HR on
business. Improved people performance
translates to improved business performance.

50. Let us rise to the challenge and
deliver excellence

51. Let us build HR competence and create 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
New office: 8 Sherborne Str, Parktown
Tel: 011 482-8595 Fax: 011 482-4830
Cel: 082 859 3593 (Marius Meyer)
New
office