Marel Q1 2024 Investor Presentation from May 8, 2024
Sabpp national hr standard presentation
1.
2. Competency • Waste
Why We Hate HR
You're great at administrivia and wasteful.
by Keith H. Hammonds
IN A KNOWLEDGE
economy, compa-
nies with the best tal-
ent win. And finding, nurturing, and
developing that talent should be one
of the most important tasks. So, why
does human resources (HR) do such a
bad job—and how can we fix it? After
20 years of hopeful rhetoric about
becoming "strategic partners" with a
"seat at the table," most HR profes-
sionals still have no seat. They are nei-
ther strategic nor leaders.
Most HR professionals are per-
ceived, at best, as a necessary evil—
and at worst, a dark bureaucratic
force that blindly enforces nonsensical
rules, resists creativity, and impedes
constructive change. HR is the func-
tion with the greatest potential—the
key driver, in theory, of performance—
but also consistent underdelivers.
ing the reputational and intellectual
capital of the company, and HR is
uniquely unsuited for that.
Here are four reasons why:
1. HR people aren't the sharpest tacks
in the box. The best and the brightest
don't go into HR. Some enter the field
by choice and with the best of inten-
tions, but for the wrong reasons. They
like working with people and want to
be helpful, but they don't know how
you get the best and brightest people
and raise the value of the firm. The
gulf between capabilities and job
requirements is widening. Most HR
managers lack basic business acumen
and can't answer basic questions: Who
is your core customer? What chal-
lenges do they face? Who is the com-
petition? What do they do well? Who
the file and say, "I've documented this
problem." There's a good reason for
this defensive stance, given all the
labor regulations, but it's easy to get
sucked into that. There's tension creat-
ed by HR's role as protector of corpo-
rate assets—making sure it doesn't run
afoul of the rules. That puts you in the
position of saying no a lot, of playing
the bad cop. You have to step out of
that, see the broad possibilitie.s, and
take a more open-minded approach.
You need to understand where the
exceptions to broad policies can be
made. Typically, HR people can't, or
won't. Instead, they pursue standard-
ization and uniformity, either because
one-size-fits-all is about compliance or
convenience. But making exceptions
should be what HR does, all the time^—
because it drives the business. You keep
your best people by rewarding their
distinctive performance—not by treat-
ing them the same as everyone else.
4. The comer o^ce doesn'tget HR (and
vice versa^ HR managers rarely have the
ear of top management. Some execs
don't think HR matters because HR has
never proven its business mettle—and
vice versa, as there is often a high corre-
lation between employee turnover and
a lack of connection. The best HR pros
don't wait to hear from top manage-
ment. They assume responsibility.
3. TALENT
SOURCE
Brand integrity is of the utmost importance. The clear space guideline allows the b
with other brands but still retain placement and relevance. The clear space must b
of the logo.
CLEAR SPACE GUIDELINE
THE PEOPLE STRATEGISTS
C O N N E C T G R O W T R A N S F O R M
THE PEOPLE STRATEGISTS
C O N N E C T G R O W T R A N S F O R M
PEOPLE
STRATEGIES
Demand-based
Talent Sourcing
Recruitment
Outsourcing
Talent Management &
Succession Planning
HR Outsourcing
HR Benchmarking
SABPP HR Standards
Consultation
Organisational
Development
Change Management
BPR
Brand Promise
Delivery
Leadership 360-
assessment &
coaching
5. 04
The SA Board for People Practices is the
HR professional and statutory quality
assurance body for the HR profession.
The Board is an accredited ETQA under
the SAQA Act.
11. 05
HRNationalStandard
The National HR Standards are intended to outline the minimum
set of HR practices that any organisation should have in place in
order to build an aligned, engaged and productive workforce that
will achieve the organisation’s objectives.
Companies are encouraged to benchmark themselves around
the National Standard and then be formally audited in order to
achieve a recognised 3-year status.
HR will not be seen as a true profession without standards. The
Strategic element of the Standard ensures that HR becomes a
true business partner.
16. 05
HRNationalStandard
REVIEW
IMPLEMENT
PREPARE
HR Strategy
Talent
Management
People Risk
Management
Workforce
Planning
Learning&
Development
Performance
Management
Reward
Wellness
Industrial
Relations
Organisational
Development
HR Service Delivery HR Technology
HR Measurement
HR Audits, Standards & Metrics
17. 05
HRNationalStandard
The proactive design and implementation of an integrated
talent-driven organisational strategy directed to attracting,
deploying, developing, retaining and optimising the appropriate
talent requirements as identified in the People Strategy.
18. 05
HRNationalStandard
TM philosophy,
principles &
approach
Long
Term
Talent
Demand /
Supply
Forecast
Leadership &
Key
Competencies
Framework
Talent Needs
Analysis
Labour
Market
Analysis
Long
Term
Talent
Demand /
Supply
Forecast
Talent review
(what have we
got & when will
talent be
ready?)
Gap
Analysis
* Job Profiles, Skills Audits,
Development Plans,
Succession Plans, Career
Pathing, Talent Reviews,
Communications Strategy
Gap
Analysis
Talent
Management
System *
Strategic
Talent
Mngmnt
Talent
Management
Interventions**
** sourcing strategies, on-
boarding, accelerated
development, links to PM and
Reward
19. 05
HRNationalStandard
REVIEW
IMPLEMENT
PREPARE
HR Strategy
Talent
Management
People Risk
Management
Workforce
Planning
Learning&
Development
Performance
Management
Reward
Wellness
Industrial
Relations
Organisational
Development
HR Service Delivery HR Technology
HR Measurement
HR Audits, Standards & Metrics
20. 05
HRNationalStandard
A systematic approach of identifying and addressing people
risks (uncertainties and opportunities) that can either have a
positive or negative effect on the realisation of the objectives of
an organisation.
Examples of people risks: Attrition & cost of retraining; fraud &
corruption; strike & business interruption; critical & scarce skills
etc.
21. 05
HRNationalStandard
Organisation’s
risk management
structures and
processes
HR Risk Map
Identify and
evaluate impact of HR
Risks (impact &
likelihood)
HR Risk Map
Assessment of
risk tolerance
for each
HR Risk Register
HR Risk
Register
HR Risk
Management
Plan
HR Practices &
programmes to
manage risk
Monitor & Evaluate
22. 05
HRNationalStandard
REVIEW
IMPLEMENT
PREPARE
HR Strategy
Talent
Management
People Risk
Management
Workforce
Planning
Learning&
Development
Performance
Management
Reward
Wellness
Industrial
Relations
Organisational
Development
HR Service Delivery HR Technology
HR Measurement
HR Audits, Standards & Metrics
23. 05
HRNationalStandard
The systematic identification and analysis of organisational
workforce needs culminating in a workforce plan to ensure
sustainable organisational capability in pursuit of the
achievement of its strategic and operational objectives.
The workforce plan will set out the actions necessary to have
the right people in the right place at the right time – assisting
the organisation with the planning cycle, budget, pipeline
management and cost modeling process.
24. 05
HRNationalStandard Monitor & Evaluate
Business
Strategy &
Plans
Future workforce
forecasts & costed
scenariosInternal &
External
Trends
Present
workforceCOMPARE
GAP ANALYSIS
&
PLANS TO CLOSE GAPS
Workforce
Scheduling
Recruitment,
Assessment &
Selection
25. 05
HRNationalStandard
REVIEW
IMPLEMENT
PREPARE
HR Strategy
Talent
Management
People Risk
Management
Workforce
Planning
Learning&
Development
Performance
Management
Reward
Wellness
Industrial
Relations
Organisational
Development
HR Service Delivery HR Technology
HR Measurement
HR Audits, Standards & Metrics
26. 05
HRNationalStandard
The practice of providing occupationally directed and other
learning activities that enable and enhance the knowledge,
practical skills and work place experience and behaviour of
individuals and teams based on current and future
occupational requirements for optimal organisational
performance and sustainability.
27. 05
HRNationalStandard
Integrated L&D
approach &
programmes
Monitor & Evaluate
Business
Strategy &
Plans
Internal &
External
Trends
Skills
Development
Legislation
Current
Competencies
Structure &
capability of
L&D resources
Knowledge
Management
“Skills are not a competitive advantage, retention of skills and the
environment in which skills are deployed are the real competitive
advantage”
28. 05
HRNationalStandard
REVIEW
IMPLEMENT
PREPARE
HR Strategy
Talent
Management
People Risk
Management
Workforce
Planning
Learning&
Development
Performance
Management
Reward
Wellness
Industrial
Relations
Organisational
Development
HR Service Delivery HR Technology
HR Measurement
HR Audits, Standards & Metrics
29. 05
HRNationalStandard
A planned process of directing, developing, supporting, aligning
and improving individual and team performance in enabling the
sustained achievement of organisational objectives.
31. 05
HRNationalStandard
REVIEW
IMPLEMENT
PREPARE
HR Strategy
Talent
Management
People Risk
Management
Workforce
Planning
Learning&
Development
Performance
Management
Reward
Wellness
Industrial
Relations
Organisational
Development
HR Service Delivery HR Technology
HR Measurement
HR Audits, Standards & Metrics
32. 05
HRNationalStandard
A strategy and system that enables organisations to offer fair
and appropriate levels of pay and benefits in recognition for
their contribution to the achievement of agreed deliverables in
line with organisational objectives and values.
Recognition is a related strategy and system that seeks to
reward employees for other achievements through
mechanisms outside the pay and benefits structure.
34. 05
HRNationalStandard
REVIEW
IMPLEMENT
PREPARE
HR Strategy
Talent
Management
People Risk
Management
Workforce
Planning
Learning&
Development
Performance
Management
Reward
Wellness
Industrial
Relations
Organisational
Development
HR Service Delivery HR Technology
HR Measurement
HR Audits, Standards & Metrics
35. 05
HRNationalStandard
A strategy to ensure that a safe and healthy work and social
environment is created and maintained, together with
individual wellness commitment that enables employees to
perform optimally while meeting all health and safety
legislative requirements and other relevant wellness good
practices in support of the achievement of organisational
objectives.
37. 05
HRNationalStandard
REVIEW
IMPLEMENT
PREPARE
HR Strategy
Talent
Management
People Risk
Management
Workforce
Planning
Learning&
Development
Performance
Management
Reward
Wellness
Industrial
Relations
Organisational
Development
HR Service Delivery HR Technology
HR Measurement
HR Audits, Standards & Metrics
38. 05
HRNationalStandard
The management of individual and collective relationships in an
organisation through the implementation of good practices that
enable the achievement of organisational objectives compliant
with the legislative framework and appropriate to socio-
economic conditions
40. 05
HRNationalStandard
REVIEW
IMPLEMENT
PREPARE
HR Strategy
Talent
Management
People Risk
Management
Workforce
Planning
Learning&
Development
Performance
Management
Reward
Wellness
Industrial
Relations
Organisational
Development
HR Service Delivery HR Technology
HR Measurement
HR Audits, Standards & Metrics
41. 05
HRNationalStandard
A planned systemic change process to continually improve an
organisation’s effectiveness and efficiency by utilising
diagnostic data, and designing and implementing appropriate
solutions and interventions to measurably enable the
organisation to optimise its purpose and strategy.
42. 05
HRNationalStandard ELEMENTS
TO BE
LINKED &
OPTIMISED
Diagnose
Define intended
outcomes,
design
interventions
Organisational
Purpose
Prioritise &
Engage
OD
Activities
Organisational
Design
Employee’s
capability to
work together
ENABLERS
Other HR
Processes e.g.
L&D
Consultation with appropriate
stakeholders
Employee
Communication
43. 05
HRNationalStandard
REVIEW
IMPLEMENT
PREPARE
HR Strategy
Talent
Management
People Risk
Management
Workforce
Planning
Learning&
Development
Performance
Management
Reward
Wellness
Industrial
Relations
Organisational
Development
HR Service Delivery HR Technology
HR Measurement
HR Audits, Standards & Metrics
44. 05
HRNationalStandard
The influencing and partnering approach in the provision of HR
services meeting the needs of the organisation and its
employees which enables delivery of organisational goals and
targets.
HR Strategy drives Policies, Procedures, Codes and a clear SLA
with business. It’s about ensuring that HR’s work is delivered
efficiently and at a pace that the BUSINESS needs.
45. 05
HRNationalStandard
REVIEW
IMPLEMENT
PREPARE
HR Strategy
Talent
Management
People Risk
Management
Workforce
Planning
Learning&
Development
Performance
Management
Reward
Wellness
Industrial
Relations
Organisational
Development
HR Service Delivery HR Technology
HR Measurement
HR Audits, Standards & Metrics
46. 05
HRNationalStandard
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.
47. 05
HRNationalStandard
REVIEW
IMPLEMENT
PREPARE
HR Strategy
Talent
Management
People Risk
Management
Workforce
Planning
Learning&
Development
Performance
Management
Reward
Wellness
Industrial
Relations
Organisational
Development
HR Service Delivery HR Technology
HR Measurement
HR Audits, Standards & Metrics
48. 05
HRNationalStandard
A continuous process of gathering, analysing, interpreting,
evaluating and presenting quantitative and qualitative data to
measure, align and benchmark the impact of HR practices on
organisational objectives, including facilitating internal and
external auditing of HR policies, processes, practices and
outcomes.
Monitoring each element of the Standard to determine if the
business objectives are being met.
49. 05
HRNationalStandard
REVIEW
IMPLEMENT
PREPARE
HR Strategy
Talent
Management
People Risk
Management
Workforce
Planning
Learning&
Development
Performance
Management
Reward
Wellness
Industrial
Relations
Organisational
Development
HR Service Delivery HR Technology
HR Measurement
HR Audits, Standards & Metrics
50. IMPLEMENT
Recruitment
Selection
On-boarding
Employment
Equity
Succession
Planning
Career
Management
Workplace
Learning
Training Needs
Analysis
Learning Design
Facilitation
Learning
Culture
Graduate
Development
Coaching and
Mentoring
Knowledge
Management
Performance
Management
Process
Performance
Appraisals
Performance
Monitoring and
Management
Remuneration
& Reward
Analysis
Remuneration
Planning
Reward
Mechanisms
Remuneration
Management
Wellness
Strategy
Development
Staff Wellness
Management
Grievance
Procedures
Disciplinary
Procedures
Collective
Bargaining
Dispute
Resolution
Diversity
Management
Absenteeism
Management
Leadership
Development
Organisation
Culture
Change
Management
Organisation
Design
Employee
Engagement
Workforce
Planning
Learning&
Development
Performance
Management
Reward
Wellness
Industrial
Relations
Organisational
Development
HR Service Delivery HR Technology
53. TALENT
SOURCE
Brand integrity is of the utmost importance. The clear space guideline allows the b
with other brands but still retain placement and relevance. The clear space must b
of the logo.
CLEAR SPACE GUIDELINE
THE PEOPLE STRATEGISTS
C O N N E C T G R O W T R A N S F O R M
THE PEOPLE STRATEGISTS
C O N N E C T G R O W T R A N S F O R M
PEOPLE
STRATEGIES
54. 05
Special Offer for Attendees TODAY
20% off Gap-Analysis against
standards (all or components)
Will include the SABPP’s National
Standard
55.
56. 08
We take time to understand your organisational strategy and goals and develop an HR
Strategy that will provide you with the right people, with the right skills at the righ time in
order to achieve your business goals.
We identify key roles in the business and assess the current and future talent needs. We
then develop a Talent strategy with you in order to develop of acquire the talent required.
As people are your most valuable asset, they are also your greatest Risk. We work with key
stakeholders in the business to identify these risks and we develop mitigating strategies in
order to minimise the possible effects of events in the organisation. Examples include
Strike Contingency plans, Scarce Skills Planning, Disaster Recovery Plans etc.
HR Planning
57. 09
HR Implementation & Service Delivery
We offer an agreed number of on-site hours combined with 24 hr telephonic access to our
various HR professionals who have expertise in the areas of:
• Workforce Planning & Recruitment
• Learning & Development
• Performance Management
• Reward & Remuneration
• Wellness
• Industrial Relations
• Organisational Development
58. 10
HR Review
Our main purpose is to improve the quality of your people practices. For this reason we will
provide monthly and quarterly statistics outlining the following:
• Absence rates & feedback
• Revenue per Employee
• Recruitment time-to-fill
• Training and Development Hours and Impact
• Industrial Relations Activity
• Staff Turnover Analysis
• Staff Performance Ratings
• Any other areas identified by the organisation
59. 11
HANDOVER
STRATEGICFOCUS
DAILY
OPERATIONAL
24hr telephonic & email general HR assistance on routine HR issues
Month 1
• Organisational
Analysis
Month 2
• Policies &
Frameworks
Month 3
• ??
Month 4
• ??
Month 5-12
• ??
Strategically hand over key line HR issues to HR
Further Terms
• Possibly retained on key strategic issues
OTHER
Recruitment Training Assessments Coaching
