DRAFT NATIONAL HRM SYSTEM STANDARD 2013 …

1 SABPP 2013 | DRAFT HR Management SYSTEM standards for south Africa 1 DRAFT NATIONAL HRM SYSTEM STANDARD 2013 CLOSING DATE FOR COMMENTS: 10 JULY 2013 SABPP 2013 | HR MANAGEMENT SYSTEM standards MODEL FOR south AFRICA 2 TABLE OF CONTENTS PAGE HR MANAGEMENT SYSTEM STANDARD MODEL FOR south AFRICA 3 1 Preface Moving HR forward in a changing world of work 4 SECTION 1 5 2 Introduction 5 3 Acknowledgements 6 4 Benefits of using standards 7 SECTION 2 5 standards scope 9 6 Corporate governance 9 7 International standards compatibility 9 SECTION 3 8 Principles of Implementing a HR Management SYSTEM STANDARD 12 9 Objectives of a HR Management SYSTEM STANDARD 12 10 Continuous improvement 12 SECTION 4 11 Roles and

2 Responsibilities 14 SECTION 5 NATIONAL HR SYSTEM STANDARD 1 STANDARD element 1: Strategic HR Management 15 2 STANDARD element 2: Talent Management 17 3 STANDARD element 3: HR Risk Management 19 4 STANDARD element 4: Workforce Planning 21 5 STANDARD element 5: Learning & Development 22 6 STANDARD element 6: Performance Management 25 7 STANDARD element 7: Reward 27 8 STANDARD element 8: Employee Wellness 29 9 STANDARD element 9: Employment Relations Management 31 10 STANDARD element 10: Organisation Development 33 11 STANDARD element 11: HR Service Delivery 35 12 STANDARD element 12: HR Technology 37 13 STANDARD element 13: HR Measurement 39 CONCLUSION 41 SABPP 2013 | HR MANAGEMENT SYSTEM standards MODEL FOR south AFRICA 3 HR MANAGEMENT SYSTEM standards MODEL FOR south AFRICA The SABPP is proud to present the south african HR professional and business community with the first version ( 2013 ) of the SABPP HR Management SYSTEM standards (HRMSS) Model.

3 The model encompasses the four phases of good quality management practice, prepare, implement, review and improve, but contextualised for the field of HR Management. The 13 HR STANDARD elements as agreed by HR Directors are as follows: Business strategy HR alignment 1. Strategic HRM 2. Talent management 3. HR Risk Management Functional/cross functional HR value chain 4. Workforce planning 5. Learning & Development 6. Performance management 7. Reward 8. Wellness 9. Employment Relations Management 10. Organisation Development 11. HR Service Delivery 12. HR Technology Measurement 13. HR Measurement SABPP 2013 | P R E F A C E 4 P R E F A C E 1.

4 GETTING THE BASICS RIGHT IN HR FOUNDATION FOR MOVING HR FORWARD IN A CHANGING WORLD OF WORK In the next few years, businesses all over the world will probably see an accelerating need for improved HR management, learning facilitated talent mobility programmes, leadership development and reengagement of their workforces. Finding the right talent and engaging employees in the right behaviours remain the critical ingredients of how organisations manage the uncertain and volatile economic conditions facing them today. Talk about the need for change in this globally challenged work place environment, and even more so in a developing and emerging economy such as south Africa.

5 HR needs to move rapidly towards a business driven profile away from the traditional transactional workplace role of HR, driving the business model through talent management, business agility, globalisation and flatter organisations, and this imperative encourages a rethink of many traditional HR practices. Moreover, the need for a new focus on HR governance and risk management is key. Leading practices include: continuous recruiting; continuous learning; continuous engagement; continuous management and feedback; and continuous recognition and rewards. These define a more agile model for HR.

6 However, before we can drive leading practices, we need to get the basics right. The adoption of professionally accepted HR standards for south Africa can help all south african organisations to move up the change curve more rapidly. standards establish the good practice pathway for organisations to follow. The 13 elements of the SABPP HR STANDARD reflect the new direction, driving business objectives through effective and efficient workforce management. SABPP 2013 | SECTION 1 INTRODUCTION AND BENEFITS 5 SECTION 1 INTRODUCTION AND BENEFITS 2.

7 INTRODUCTION TO THE SABPP standards The HR function in contemporary organisations is concerned with people enabling, people development and a focus on making the employment relationship fulfilling for both management and employees. In recent decades, the idea of resource centric organisation has gained popularity. This involves looking at all the resources utilised by the organisation in reaching its objectives and ensuring optimal use of each resource separately and as an integrated whole. It has become imperative to put people first while making sure of maximising the ROI (Return on Investment) on all resources.

8 This has led to the development of the modern HRM function which has to balance ensuring the fulfilment of management objectives with ensuring that the needs of people resources are taken care of, while maximising the contribution of human capital to the success of the business. In this way, HR management (HRM) differs from personnel management not only in its broader scope but also in the way in which its mission is defined. HRM goes beyond the administrative tasks of personnel management and encompasses a broad vision of how management would like the people resources to contribute to the success of the organisation.

9 Investors today are increasingly looking at the value of the intangible assets of a business in deciding where to invest. There are several efforts underway globally to formulate an evidence-based framework that can present valid information about how human capital, as one of the intangible assets, can be evaluated as investment risk. The SABPP HR Management SYSTEM STANDARD emphasises the importance of human resource management as a leadership imperative and management instrument for monitoring and verifying the effective implementation of an organisation's HR strategy.

10 Establishing standards is also an essential part of conformity assessment activities such as external certification/registration and of supply chain evaluation and compliance. Essentially, if you meet the NATIONAL HR STANDARD , but your suppliers don t, your business could be adversely affected, hence the need for a NATIONAL HR STANDARD . This SABPP standards provide guidance on the management of HR management programmes, the conduct of HR management systems, and on the competence of HR professionals applying the standards , as well as providing a framework for HR service providers operating as consultants and learning providers.