bruno bruniquel at impsa 2014
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THE HR PRACTITIONER AS CHANGE AGENT
IMPSA 30TH ANNUAL CONFERENCE
Bruno Bruniquel
29 October 2014
Agenda
• The need to improve service delivery
• Role of HR in building sound people management
and HR practice
• HR as change agents
• HR standards as catalyst for change
• Closing the loop with HR audits
Crisis in service delivery
• Service delivery should be priority nr 1
• Building organisational capability at
municipal level
• Without sound HR management there will
be little or no improvement in service
delivery in local government
• We need competent HR professionals to
improve HR practice
SABPP Professional Values
RESPONSIBILITY
I
RESPECT
INTEGRITY
COMPETENCE
Key questions
• Are you satisfied with the quality of HR
practice?
• Do you see inconsistencies in HR work?
• Are HR practitioners competent to provide
HR service delivery?
• How can we improve HR without standards?
• If our HR functions are audited today, what
will be the outcome of an audit?
• How can we improve HR practice?
• 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 - ETQASABPP – Registration
CommitteeHRD
Committee
Business Leader’s
Expectations
OR
Critical Customer Requirements
(CCR’s)
Key HR Business Partner Outputs
Competencies
Care
er P
ath
s
Le
arn
ing
So
lutio
ns
SABPP Strategic Vision
“To Professionalise the HR Profession”
SABPP - ETQASABPP – Registration
CommitteeHRD
Committee
Business Leader’s
Expectations
OR
Critical Customer Requirements
(CCR’s)
Key HR Business Partner Outputs
Competencies
Care
er P
ath
s
Le
arn
ing
So
lutio
ns
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
Top HR priorities
• Quality and consistency in HR practice
• Skills development
• Sound people management practices
• Managing HR risks at municipalities
• Good employment relations
• Performance management
• Employee wellness at municipalities
• Building high performance municipalities
• Evaluating and measuring HR impact
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
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)
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 STANDARD MODEL
HR as change agents
• HR practitioners know what goes wrong in
organisations
• They identify the need for change
• They build knowledge and skills
• They work with people problems and
complaints
• The know the gaps in organisation culture
• They have the knowledge to improve the
status quo
• They should drive HR standards & audits
HR Standards - Catalyst for
change• Applying a professional approach to HR
management
• Changing current approaches to HR
management at municipalities
• HR professionals as change agents
• The HR standards become the catalyst for
change (no need to waste time reinventing
the wheel)
• Strive towards getting basics right first and
then driving excellence going forward
HR standards at municipalities
• The need for HR professionalism according
to nationally agreed HR standards of
practice
• Implementing sound HR management in all
municipalities
• Building consistency in HR practices
• Providing a framework that can inspire HR
to improve current practice
• Standards can be audited
Globally standards are a framework for consistency &
continuous improvement and managing risk through
controls
“Consistency is far better than rare moments of greatness “
Strengthening the human factor in management systems
Why HR auditing?
• “HR Auditing crosses the boundaries between HR management and
auditing…
it can be a suitable method for evaluating the contribution of HR
activities to organisational objectives assessed on the basis of value
for money.” – Abstract from Dissertation; Chris Andrews: Bond
University.
• This model provides HR Professionals with a robust, risk-based
framework to ensure an integrated, aligned and well-governed
approach to auditing the National HR Standards.
• Ensures that HR controls quality and consistency in accordance with
the spirit of good governance as documented in King III.
• Focus on strengthening the HR Business Partner philosophy
without compromising the principles of quality and independence.
HR audits – the future
• HR audits will be implemented to audit
organisations against the HR standards
• Audits provide independent verification of
the quality of HR practice, and to highlight
gaps and opportunities for improvement
• National HR audits will make benchmarking
so much easier
• The HR practitioner is empowered to act on
the results of audits
Guidelines for HR change
agents• Internalise the HR standards at your
municipality
• Ensure that all HR practitioners have
knowledge of the HR standards
• Improve all aspects of HR according to the
standards
• Get line management involved
• Do an HR standards self-assessment
• When ready, go for external HR auditing
Conclusion
HR practitioners should be change agents to
raise the bar on HR practice.
We need to improve the quality of HR practice
at local government level if we are serious
about service delivery in our cities and towns.
This is the opportunity for HR to step up and
deliver high impact HR. Thank you for joining
us on the HR standards and auditing journey.
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