slides by marius meyer – role of ethics in hr standards, competence & governance
TRANSCRIPT
Marius Meyer
@SABPP1
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Fraud and corruption
What is wrong with us in South Africa? Why is
fraud and corruption so high?
What are we doing as HR in improving the
status quo?
Why is governance
important?
Fraud starts with HR …
It is about honesty
“Honesty is the first chapter in the book of
wisdom.”
Thomas Jefferson
New SABPP Model: HR Voice for
Professionals
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ment
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Ethics
SABPP VALUE PROPOSITION:
Products/Services to advance HR professionRECOGNITION =
PROFESSIONAL STATUSRESOURCES =
PRODUCTS/SERVICESRESEARCH =
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, trends)• Ethics help-line• Newsletters• Website• HR Internships/jobs• HR policies• Mentoring• Workshops/seminars• Access to alliances• Event/product discounts• CPD• Students
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information
NEXT STEP – BECOME A REGISTERED HR PROFESSIONAL
Apply to
so that we can register you
as an HR professional in
accordance with NQF Act
(Act no 67 of 2008). You
sign the ethics code.
SABPP Professional Values
RESPONSIBILITY
I
RESPECT
INTEGRITY
COMPETENCE
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
Definition of Ethics Competence
Behaving ethically as HR Professionals and
living our professional code in driving ethics
and values within our organisations, being
champions of ethics, integrity and honesty in
the workplace.
SABPP HR Competency Model (2013)
Ethics Competence Outputs
SABPP HR Competency Model (2013)
Your organisation
Your profession
You
ORGANISATION SYSTEM
• E T H I C S
GOVER-NANCE
RISKCOM-
PLIANCE
LEADERSHIP
MANAGEMENT
CU
LTUR
E
CO
NTR
OLS
“Good human resource management is imperative for good governance”
Mervin King
Outline of King III
Chapter 1:
ETHICAL LEADERSHIP & CORPORATE CITIZENSHIP
Chapter 3:
Audit Committees
Chapter 4:
Governance of risk
Chapter 5:
Governance of IT
Chapter 6:
Compliance with L, R, C & S
Chapter 7:
Internal audit
Chapter 8:Governing
StakeholderRelationships
Chapter 2:
Board & directors
Chapter 9:
Integrated Reporting & disclosure
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
HR Standards Files
13 standards (2013) 19 standards (2014)
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 SSABPP HRM SYSTEM STANDARDS MODEL
Ethics in the HR Standards
3.3.1 Position HR as a strategic partner in the risk governance structures
and processes of the organisation.
6.2.4 Ensure fair, ethical and organisational cultural practices focusing on
the achievement of performance targets in a sustainable way.
7.2.2 Deliver a fair & equitable reward system and process that is ethical,
cost effective and sustainable.
7.2.4 Ensure compliance with organisational governance principles and
practices aligned to national and relevant international governance codes
of practice and relevant legislation.
10.3.2 Ethics of interventions is observed.
11.3.7 Provide independent professional oversight, guidance and
consulting with regard to HR policy, strategy and organisational people
practices and ethical values.
National HR Management Standards (2013) SABPP.
Conflict of interest
DirectorManagerEmployeeInterest
Organisa-tion
Interest
CONFLICT OF INTERESTPersonalInterest
Others’Interest
“People and behaviour are often the biggest
risks”
• Critical to include people risks in a company’s risk management plan
• HR need to be the eyes & ears for people-related governance & compliance
HR Risk?
SABPP HR Risk Study
Source: SABPP (2010)
H R - R I S K S
• Safety - accidents
• Skills shortages/gaps
• Incompetence
• Employee disengagement
• Strikes & poor employment relationships
• Fraud/corruption
• Stress
• Staff turnover
• Low staff satisfaction –impact on customer satisfaction
• Cyber security
• Conflict/disputes
• Diversity problems
• Sexual harassment
• Expatriate issues
• Non-compliance
Hiring /
Retaining
Empowerment
Fraud &
Corruption
Hiring / Retaining
Leadership /
Performance Mgmt.
Development /
Empowerment
People Costs
OH&S
and Security
Corporate Social
Resp.
The risk that the company does not have the right people in the right
place to reach its targets due to a lack of adequate processes/systems
and management commitment ("culture").
The risk that people are not aligned with the company goals and
therefore cannot contribute to achieving company targets.
The risk that people do not have the knowledge, skills or motivation to
effectively carry out their responsibilities in current and future
positions.
The risk that labour costs (direct and indirect) are not optimised and
adequately controlled due to deficiencies in the organization, industrial
relations and compliance with laws and internal/external regulations.
The risk that the company does not adequately protect people from
injury, illness, fatality; and that adverse effects such as hijacking,
kidnapping and blackmailing etc. occur to the company.
The risk that the company compromises its "licence to operate" due to
neglecting stakeholder relations.
Social
Security
Health &
Safety
Personal
Security
The “new” HR Risks for the Generic Risk Model
Business Risk Management - Holcim
The risk that fraudulent activities occur.Fraud &
Corruption
Ethics Reporting
Ethics Management Process …
Develop or revise code of ethics & processes
Build an ethical culture
Integrate ethical
standards
Assess ethics risk and
opportunities
Report & Disclose
Reference: Ethics SA www.ethicssa.org
Guidelines for HR• Ethical organisation culture
• Explicit values – make alive
• Leaders actively working against fraud,
behaving in an ethical way
• Ethics and anti-fraud orientation and training
• Recognise and reward good ethics
• Communication - publicity
• Put procedures and controls in place
• Take strong action if things go wrong
• Evaluate strengths/gaps of your system
Conclusion
HR has a key role in infusing ethics in our
work and governance. Create a robust system
and culture to prevent fraud and corruption.
Best wishes with your ethics work. Let us
position ethics as a key component of sound
HR practice and standards.
We set HR standards!
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Website: www.sabpp.co.za Blog: hrtoday.me
Office: 8 Sherborne Str, Parktown, South Africa
Tel: +27 11 045 5400 Fax: +27 482-4830
Cel: 082 859 3593 (Marius Meyer)