16 October 2014

Marius Meyer@SABPP1

CRITICALITY OF TALENT?

Top Strategic People Priorities globally

• Attraction, growth, retention and engagement of critical Talent

• High performance, high flexibility, high commitment organisational design & culture

• Leadership Excellence

Business case for strategic talent management

IMPORTANCE OF TALENT

“Probably the most important

attribute of a world-class company

is the ability to attract, develop and

keep talented young people so that

they turn into talented old people.”

Clem Sunter

CRITICALITY OF TALENT?

Why is Talent strategic?

Affects ability to:

Implement business strategy timeously

capitalise on future opportunities

delivery leading edge products/services

attain and sustain Operational

Excellence

Business case for strategic talent management

Strategic Talent Management

• Operational, Tactical & Strategic Talent

Perspective & Alignment

• Immediate, Intermediate, & Long term Talent

Management

• Integrated, holistic & systemic perspective,

approach & process to talent

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

The role of HR …

Operational Management Consistency in the

Management of People

One of the toughest things to be is consistent

Critical questions

1. How many of you would like to eat in a

restaurant without standards?

2. Or stay in a hotel without standards?

3. Or send your child to a school (or pre-

school) without standards?

4. Or get operated in a hospital without any

standards?

5. Or drive a car without standards?

6. Or use an airline without standards?

Then when it comes to HR …

Why do we continue to

manage people and govern

the most precious part of our

organisations (i.e. people)

without standards?

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 R 200 million+ per day.

More facts about HR

• SA losing R12 billion a year due to absenteeism.

• Only 19% auditors feel they use HR optimally (CG

Index – Institute of Internal Auditors)

• Only 5% employees understand business strategy.

• World-wide 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%.

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, Medupi.

• Raising the bar for the HR profession and

business impact.

Myths about standards

• Impose an onerous compliance regime

• Duplicate best practices

• Our company is so unique syndrome

• Standards stifle innovation

• Take flexibility away

• Ignore industry differences

• Too practical, not based on theory/research

• Standards are cast in stone

The reality is …

Types of standards

• Unit standards / Curriculum standards

• Service delivery standards

• Competence standards

• Metrics/benchmarking standards

• Professional practice standards

• Business/industry/process/system

standards - ISO

Global approaches to standards

• Production and safety lead – ISO standards

• Professional standards – accounting

• Top global companies – their own standards

• Canada – HR Standards & Metrics

• UK – Human Capital Standard (BSI/CIPD)

• ISO HR project started

• South African National HR Standards

• HR Standards in Namibia

It all started on 21 May 2013

with 13 Standard facilitators

468 HR Leaders developing

HR Standards for South Africa

HR Standards Facilitators

Kate Dikgale-Freeman Michael Robbins Linda Chipunza

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 STANDARDS MODEL

HR Standards Journey

Phase 1:

HR MANAGEMENT SYSTEM STANDARD

(21 May 2013)

Phase 2:

HR MANAGEMENT SYSTEM APPLICATION

STANDARD(20-21 Aug 2013)

Phase 3:

HR PROFESSIONALPRACTICE STANDARDS

(14 May 2014)

“WHAT” STANDARD

What are the elements of the HR system?

13 elements:DefinitionObjectives

Implementation(High level)

“HOW TO” STANDARD

How can we apply the HR System standard?

How to apply the 13 standard elements

“WHAT” AND “HOW” OF SPECIFIC PROFESSIONAL PRACTICE STANDARDS

• Succession Planning• Employment Equity• Career Development• Engagement• Learning culture• Change management• Organisation design

HR Standards Files

13 standards (2013) 19 standards (2014)

HR Standards Supporters

HR Standards Presentations

HR Standards Case Studies

Professional forum support

International HR bodies

Tim Ekandjo, President: IPM Namibia &Marius Meyer, CEO: SABPP in Windhoek

Support from consulting firms

20+ Universities

International interest

BUSINESS STRATEGY – HR BUSINESS ALIGNMENT

StrategicHRM

TalentManagement

HR RiskManagement

HR ARCHITECTURE

RE

HR VALUE & DELIVERY PLATFORM

Work-force

planningLearning

Perfor-mance

RewardWell-ness

ERM OD

HR Service Delivery

HR Technology(HRIS)

Prepare

Imple-ment

Review ImproveHR MEASUREMENTHR Audit: Standards & Metrics

H R

C O

M P

E T E N C

I E SSABPP HR SYSTEM STANDARDS MODEL

TALENT MANAGEMENT

STANDARDDEFINITION

Talent Management is 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 workforce

plan to ensure a sustainable organisation.SABPP (2013)

Talent management

TALENT MANAGEMENT

OBJECTIVES

2.2.1 To build a talent culture which defines the organisation’s philosophy, principles and integrated

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 and growth 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 relevant stakeholders in the development and management of talent.

2.2.5 To monitor and report on talent management key results areas and indicators.

SABPP (2013)

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

SABPP BLOG

For regular updates join our special

HR Standards Blog:

www.hrtoday.me

Conclusion

The Talent Management standard

element will help HR Professionals

to play a proactive role in addressing

the talent needs of organisations.

We set HR standards!

professional@sabpp.co.za (Professional Registration)

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: 011 045-5400 Fax: 011 482-4830

Cel: 082 859 3593 (Marius Meyer)