sabpp talent standard tdci 2014
DESCRIPTION
SA’s got talent: Talent Management Standard, slides by Marius Meyer #SABPPTRANSCRIPT
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
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!
[email protected] (Professional Registration)
[email protected] (Stakeholder Relations)
[email protected] (Research)
[email protected] (Learning & Quality)
[email protected] (Strategy inputs)
[email protected] (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)