5. • 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 - ETQA
SABPP – Registration
Committee
HRD
Committee
Business
Leader’s
Expectations
OR
Critical Customer
Requirements
(CCR’s)
Key HR Business
Partner Outputs
Competencies
CareerPaths
LearningSolutions
SABPP Strategic Vision
“To Professionalise the HR Profession”
SABPP - ETQA
SABPP – Registration
Committee
HRD
Committee
Business
Leader’s
Expectations
OR
Critical Customer
Requirements
(CCR’s)
Key HR Business
Partner Outputs
Competencies
CareerPaths
LearningSolutions
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
6. Part A:
HR Trends & Best Practices
Where is HR going globally and in South Africa?
What are the major HR trends and best practices?
7. 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
8. IBM CEO Study 2012:
Factors impacting organisations
1 Technology factors (71%)
2 People skills (69%)
3 Market factors (68%)
4 Macro-economic factors
5 Regulatory concerns
6 Globalisation
7 Socio-economic factors
8 Environmental issues
9 Geopolitical factorsIBM CEO Study 2012
9. 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
11. Biggest Opportunities for HR
IBM: Working beyond Borders
• Cultivating creative leaders
• Mobilising for greater speed and
flexibility
• Capitalising on collective intelligence
i.e. collaboration
12. 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
13. 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 life
demands
Integrity
Creativity
14. Part B:
State of HR Profession in SA
What is the current state of HR in SA?
15. 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.
16. 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%.
18. SABPP BENEFITS
RECOGNITION =
PROFESSIONAL STATUS
RESOURCES =
PRODUCTS/SERVICES
RESEARCH =
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
19. Professional registration levels
• M/D degree + 6 years top level experience
• LoW = executive level
MHRP
(Master)
CHRP
(Chartered)
• Degree/ND + 3 years experience
• LoW = middle management
HRP (Professional)
HRA (Associate)
• Certificate + 1 year
experience
• LoW = entry
HRT (Technician)
• Hons degree + 4 years sr experience
• LoW = senior management
• 2 year dip + 2 years experience
• LoW = junior level
20. BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
❶ Strategic
HRM
❷ Talent
Management
❸ HR Risk
Management
HR ARCHITECTURE
HR VALUE &
DELIVERY PLATFORM
❹
Work-
force
planning
❺
Learning
❻
Perfor-
mance
❼
Reward
❽
Well-
ness
❾
ERM
❿
OD
⓫ HR Service
Delivery
⓬
HR Technology
(HRIS)
Prepare
Imple-
ment
Review Improve⓭ HR MEASUREMENT
HR Audit: Standards & Metrics
HRCOMPETENCIES
SABPP HRM SYSTEM STANDARDS MODEL
21. STRATEGIC HR
MANAGEMENT STANDARD
DEFINITION
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)
22. 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
24. 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)
25. LIFE IS ABOUT RISKS – THE HUMAN LIFE CYCLE
FIRST 20 YEARS
1 – 18 years
19 – 21 years
MIDDLE 40 YEARS
Death
Before birth
LAST 20 - 40 YEARS
0 – 2 years
Retirement
26. Importance of HR Risk
Dave Beretti, City of Cape Town
“In any organisation
people are the single most
valuable asset, but if badly
managed, they can
become the organisation’s
greatest liability.”
33. Wors Analysis
WEAKNESSES
• Low visibility of HR
• Poor communication
• Lack of technology
• Low satisfaction levels
OPPORTUNITIES
• Local skills development
• Stronger talent pipeline
• Alliances in countries
• E-learning
RISKS
• Safety of staff
• Political risk - countries
• Regulatory challenges
• Capacity to deliver
• Employee retention
STRENGTHS
• Good learning centre
• Clear talent pools
• Ethical culture
• Sound leadership
• Great team of expats
38. 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
CORE
COMPETENCIES
HR & BUSINESS KNOWLEDGE
DUTY TO SOCIETY
ETHICS
PROFESSIONALISM
4
PILLARS
39. 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
40. 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
Integrated
Reporting
HR Competencies
41. Top management perspective
“The human resource professional in
an organisation needs to be an
integral part of the leadership and
the ‘right hand’ of the chief
executive. Establishing and sustaining
an ethical ethos, the HR professional
must work closely with the executive
leadership team to define and
promote the culture of an
organisation based on the underlying
values and then entrench the culture
through all the touch points in the
human capital value chain.”
Edward Kieswetter, CEO: Alexander Forbes
43. 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.
44. Let us rise to the challenge and
deliver strategic HR excellence
