THE SOUTH AFRICAN HR COMPETENCY MODEL: …

1 THE SOUTH AFRICAN HR COMPETENCY model : talent as a key capabilityMarius Meyer13 June 2017 @SABPP1 @sabpp_1 Agenda Introduction SALGA Value Chain HR Competence talent Management Position of talent Management Standard Review of 20 talent Management Audits Lessons learnedThe role of HR ..STRATEGIC OBJECTIVESSALGA BlueprintSOUTH AFRICAN HR COMPETENCY MODELSTRATEGYTALENT MANAGEMENTHR GOVERNANCE, RISK, COMPLIANCEANALYTICS & MEASUREMENT HR SERVICE DELIVERY5 HR CAPABILITIESLEADERSHIP & PERSONAL CREDIBILITYORGANISATIONAL CAPABILITYSOLUTION CREATION & IMPLEMENTATIONINTERPERSONAL & COMMUNICATIONCITIZENSHIP FOR FUTURE.

2 INNOVATION, TECHNOLOGY, SUSTAINABILITYCORECOMPETENCIESHR & BUSINESS KNOWLEDGEDUTY TO SOCIETYETHICSPROFESSIONALISM4 PILLARST alent Management CapabilityDEFINITIOND esign and integration at a strategic level of HR activities which serve to secure and engage the skilled individuals needed to achieve organisational strategy in the short, medium and long Value acquisition and retention of talent management managementHR Standards Files13 standards (2013)23 standards (2014)HR Professional Practice Standards Absenteeism management Career management Coaching & mentoring Collective bargaining Disciplinary procedure Dispute resolution Diversity management Grievance procedure Leadership development Learning design Learning evaluation Learning needs analysis On-boarding Organisation design Performance appraisals Recruitment Remuneration benchmarking Selection Succession planningInternational interestBUSINESS STRATEGY HR BUSINESS ALIGNMENTS trategicHRMT alentManagementHR RiskManagementHR ARCHITECTUREIHR VALUE & DELIVERY

3 PLATFORMWork-forceplanningLearning& Deve-lopmentPerfor-manceMana-gementRewar d &Recogni-tionEm-ployeewellnessEmploy-men tRela-tionsOrgani-sationDeve-lopmentHR Service DeliveryHR Technology(HRIS)PrepareImple-mentReviewI mproveHR MEASUREMENTHR Audit: Standards & MetricsH R C O M P E T E N C I E S SABPP HR MANAGEMENT SYSTEM STANDARDS 3 Components of a Standard ElementHow can we make it work in practice?ApplicationWhat do we want to achieve?ObjectivesWhat is it?DefinitionWhy do we need the talent Management standard element? To foster a common language in a rapidly evolving field To provide a benchmark in practices, processes and implementation against which to measure proposed interventions.

4 In the context of increasing competition in skills, TM is a key strategic element in MANAGEMENT STANDARDDEFINITIONT alent 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 (2013) talent MANAGEMENT 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 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 To set up processes and systems which will: Attract a sustainable pool of talent for current objectives and future organisation needs.

5 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 To agree appropriate roles for relevant stakeholders in the development and management of To monitor and report on talent management key results areas and indicators. SABPP (2013)BUSINESS STRATEGY HR BUSINESS ALIGNMENTS trategicHRM & CROSS FUNCTIONAL HR VALUE CHAINHR VALUE & DELIVERY PLATFORMWork-forcePlanning Service Technology(HRIS) HR SUCCESS Audit: Standards & MetricsH R C O M P E T E N C I E SAUDITED RATINGS OVERALL AVERAGE (20 companies 6 provinces)State of talent ManagementSelf-assessment (405 companies)Average score: 43%Audited scores (20 companies)Average score: 45%Municipality interest20+ UniversitiesWhat the Auditors are looking for?

6 Positive trend in results?Sustainable?Targets met?External benchmarks?Approach vs results?Quality of resultsAcross whole organisation?Up and down the organisation?Extent of applicationSound?Systematic?Integrated?R eviewed & updated?Quality approachValue of HR Audits Dr Chris Andrews, HR Director: Bond UniversityTalent Management Audit EvidenceTalent Standard RequirementsType of EvidenceSources of EvidenceBuild a talent cultureDocuments, employee surveys, EE plans &reports, interviewsHR professionalsSenior line managersIdentified talentIdentifycritical positions and leadership roles & capa-bilitiesfrom workforce planDocumentsHR professionalsTalentcouncil minutesSet up processes & systems to attract,manage, develop, retainDocuments, discussions, EE plans, statistics, COMPETENCY models, IDPs, MDPs, TM reports,succession plan, career paths.

7 AssessmentprocessesHR professionalsLine managersCity ManagerAgree appropriateroles for stakeholders in TMDocumentsDiscussionsHR professionals,line managers, employee forumsMonitor & report on TM KRAs and indicatorsTM reportsHR professionalsTalent CouncilCelebrating HR Audits: The pioneersHR Audit -Certification National Winner HR AuditsTalent Management Audits lessons Good overall talent conceptual models Overall general commitment to talent management in principle, but governance needed ( talent Council) Lack of talent management integration and alignment talent system, practices, interventions Extent of application is limited (strategy + execution) Poor alignment with labour market (reactive)

8 Pockets of excellence in certain practices, but talent culture not well established talent must thrive Role of leadership is key in driving talent management All HR functions pulling together to make it work It is all about tangible evidence Limited measurement of talent managementEmployer Branding StandardINPUTS PROCESS OUTPUTSTALENT STRATEGY INCLUDING EVPPRODUCT/SER-VICE BRANDING STRATEGY & PLANSMULTI-FUNCTIONAL PROJECT TEAMEMPLOYER BRAND BUDGETD efine Employer Brand ProposalTest proposal for internal & external market researchFinalise brand.

9 Define implementation plan & budgetImplement planMarket researchReview and improveBrand with full branding manualIntegration of brand with all HR practicesSuccession Planning StandardINPUTS PROCESS OUTPUTSORGANISATION STRATEGY & BUSINESS PLANIDENTIFICATION OF KEY ROLESCOMPETENCY MODELS & JOB PROFILESWORKFORCE PLAND etermine if position would be filled/restructured/eliminatedIdentify emergency plansIdentify potential successorsConsolidate and analyseMONITOR + EVALUATE + COMMUNICATEI ndividual Development PlansDepartmental & consolidated succession plansTALENT/POTEN-TIAL REVIEWSR etention plansOrganisation design plansI invite EthekweniHR & talent Team in joining the National talent Community at talent Talks.

10 Daily article on talent Management Bi-monthly talent exchanges Annual talent Community EngagementAccess your free articles @talenttalksnet11 cases 22 JuneConclusionTalent Management is a key HR HR Standards and Audits have changed the face of people management in SOUTH Africa. The first set of talent Management audits conducted against the National HR Standards provides some useful lessons in taking talent management forward. Best wishes in making a success of talent management in local set and audit HR : : 223 Jan Smuts Ave, Parktown NorthTel: 011 045-5400 Fax: 011 482-4830