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APPLYING HR STANDARDS & METRICS
TO PROMOTE SOUND HR GOVERNANCE,
RISK, COMPLIANCE
12th Africa Corporate Governance Conference
Marius Meyer, CEO: SABPP
15 July 2014
@SABPP1
Agenda
• Clarifying the need for national and international
HR Standards
• Identify HR metrics to measure bottom-line impact
of HR
• Managing people risks in business
• Creating an ethical organisation culture
• Conclusion
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 fly back home on 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 R197 million per day.
More facts about HR
• SA losing R12 billion a year due to absenteeism.
• Only 5% of employees understand business
strategy.
• World-wide only 13% of employees actively
engaged.
• Companied 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%.
Operational Management Consistency in the
Management of People
One of the toughest things to be is consistent
Why standards ?
The chair that you're sitting on, or the desk your computer is
perched on, are held together by bolts and screws.
Humble bolts and screws also hold together our children's bicycles
- and also the aircraft we trust our lives to during business trips or
holiday travel.
The diversity of screw threads used to represent big problems for
industry, particularly in maintenance, as lost or damaged nuts and
bolts could not easily be replaced. A global solution is supplied in
the ISO standards for metric screw threads.
The credit card you may have used to buy your holiday can be
used worldwide because all its basic features are based on ISO
standards.
We are so familiar with many objects, like credit or telephone
cards, that we tend to assume they just "fell out of the sky". In fact,
the ease with which we can use them can be traced back to an ISO
standard.
Today standard users account
for 78% of the FTSE 100, 53% of
the Nikkei, and 44% of both the
Fortune 500 and Hang Seng
listed companies.
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
Example of inconsistency –
paternity leave
• South Africa – 3 days
• Ghana – 5 days
• Cameroon – 10 days
• Kenya – 14 days
• Australia – 14 days
• Sweden – 60 days
• UK – 12 months (parents sharing)
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.
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 Strategic
HRM
❷ Talent
Management
❸ HR Risk
Management
HR ARCHITECTURE
HR VALUE &
DELIVERY PLATFORM
❹
Work-
force
planning
❺
Learning
❻
Perfor-
mance
❼
Reward
❽
Well-
ness
❾
ERM
❿
OD
⓫ HR Service
Delivery
⓬
HR Technology
(HRIS)
Prepare
Imple-
ment
Review Improve⓭ HR MEASUREMENT
HR Audit: Standards & Metrics
HRCOMPETENCIES
© SABPP HRM SYSTEM STANDARDS MODEL
Global approaches to standards
• Production and safety lead – ISO standards
• Professional standards – accounting
• Top global companies – their own standards
• Canada – HR Standards & Metrics
• USA – HR Metrics (SHRM)
• ISO HR project started
• South African National HR Standards
Market reaction to project
• All over SA (all 9 provinces)
• USA (SHRM and ISO)
• UK (CIPD)
• Australia
• Netherlands
• Zimbabwe
• Zambia
• Botswana
• Namibia
• Lesotho
• Swaziland
• Kenya
• Ghana
• Malaysia
❶ STRATEGIC HR
MANAGEMENT STANDARD
DEFINITION
Strategic HR Management is a systematic
approach to developing and implementing
long-term HRM strategies, policies and plans
that enable the organisation to achieve its
objectives.
SABPP (2013)
STRATEGIC HR
MANAGEMENT STANDARD
OBJECTIVES
1.2.1 To ensure the HR strategy is derived from and aligned to the
organisation’s objectives in consultation with key organisational
stakeholders.
1.2.2 To analyse the internal and external socio-economic, political and
technological environment and provide proactive people-related business
solutions.
1.2.3 To provide strategic direction and measurements for strategic
innovation and sustainable people practices.
1.2.4 To provide a foundation for the employment value proposition of the
organisation.
1.2.5 To establish a framework for the HR element of the organisation’s
governance, risk and compliance policies, practices and procedures which
balance the needs of all stakeholders.
SABPP (2013)
STRATEGIC HR
MANAGEMENT STANDARD
IMPLEMENTATION
1.3.1 Translate the overall strategic intent of the organisation into HR strategy.
1.3.2 Position the strategic HR agenda as an integral part of strategic decision making and
operational plans.
1.3.3 Allocate HR resources and build capability to implement the HR mandate.
1.3.4 Provide the contextual foundation for the development of the policies, plans, practices
and procedures.
1.3.5 Allocate accountability and responsibilities for the execution of HR strategy.
1.3.6 Ensure the execution of the HR strategy is measured and monitored within the
governance framework of the organisation.
1.3.7 Drive continuous improvement and sustainability of the HR strategy through planned
reviews and integrated reporting.
SABPP (2013)
HR RISK MANAGEMENT
DEFINITION
HR Risk Management is a systematic
approach of identifying and addressing people
factors (uncertainties and opportunities) that
can either have a positive or negative effect
on the realisation of the objectives of an
organisation.
SABPP (2013)
❸
HR RISK MANAGEMENT
OBJECTIVES
3.2.1 To increase the probability and impact of positive events and decrease the
probability and impact of negative events caused by people factors on the
achievement of organisational objectives.
3.2.2 To align HR and people management practices within the governance, risk
and compliance framework and integrated reporting model of the organisation.
3.2.3 To ensure appropriate risk assessment practices and procedures relating to
people factors are embedded within the organisation.
3.2.4 To ensure appropriate risk controls are designed and applied to HR
activities and interventions.
3.2.5 To contribute in creating and sustaining a risk culture in an organisation
which also encourages innovation and creativity.
SABPP (2013)
Risk / Readiness Profile
H R R I S K S – 8 African countries
• 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
 181 babies died in state hospitals last year.
 Human errors, faulty equipment
& cover-up by senior medical staff were key
factors.
 Infection-control nurse retired, and her post not
filled.
 Critical shortage of nurses & clinical engineers
who are responsible for maintaining ventilators.
 Senior doctors presented inaccurate stats to their
bosses to cover up poor management practices.
 Doctors failed to alert DoH to the crisis, even
though a few nurses had raised the alarm to
management.
Public sector case study
STAFF COMPLAINTS:
Shortage of nurses, leading to
overworked staff being vulnerable to
human error.
High baby-to-nurse ratio – babies not
getting adequate care and attention.
Specialist doctors consult junior doctors
on the phone without personally
accessing high-risk cases.
Inadequate training for medical staff.
30 May 2010
If you don’t manage HR risks
HR RISK MANAGEMENT
IMPLEMENTATION
3.3.1 Position the role of HR in influencing and communicating the organisational risk
culture.
3.3.2 Assess potential positive and negative people factor risks to achieving organisational
objectives.
3.3.3 Identify and evaluate the potential risk impacts with regard to strategic and operational
HR activities.
3.3.4 Decide on appropriate risk tolerances for the different components of the HR function.
3.3.5 Design and implement appropriate people-based risk management systems, metrics,
risk controls, and HR practices which will contribute to mitigate the potential risks.
3.3.6 Ensure all HR risk practices conform to the organisational governance, risk and
compliance strategies and policies including integrated reporting.
SABPP (2013)
HR RISK ASSESSMENT
FRAMEWORK
Human
Factor
Risk
Leader-
ship
Human
Factor
Risk
Manage-
ment
Processes
Human
Factor
Risk
Handling
Outcomes
CAPABILITIES RESULTS
INNOVATION AND LEARNING
People
Human Factor
Risk Policy &
Strategy
Partnerships
Adapted from EFQM & IMOR (Michael Robbins)
⓭ HR MEASUREMENT
DEFINITION
HR measurement is a continuous process of
gathering, analysing, interpreting and
presenting quantitative and qualitative data to
measure and align the impact of HR practices
on organisational objectives, including
facilitating internal and external auditing of HR
policies, processes, practices and outcomes.
SABPP (2013)
HR MEASUREMENT
OBJECTIVES
13.2.1 Determine measurement approaches, methodologies and metrics to
assess the effectiveness and efficiency of HR practices.
13.2.2 Identify relevant measurement areas for the purpose of integrated
reporting.
13.2.3 Implement appropriate tools and methods to measure timely the efficiency,
effectiveness and consistency of HR practices across the organisation.
13.2.4 Provide a clear framework for measuring HR impact on the bottom-line of
the organisation.
13.2.5 Develop performance indicators for HR service delivery and business
impact and present to the organisation in an appropriate HR Scorecard
SABPP (2013)
IMPLEMENTATION
13.3.1 Develop an integrated HR measurement and reporting
framework.
13.3.2 Set up management systems and resource the HR function to
collect and report on agreed people management metrics.
13.3.3 Develop and implement an HR scorecard.
SABPP (2013)
Towards National HR Metrics
• % of people meeting performance contracts
• % of outstanding performers
• Average time to resolve people issues
• % of payroll spent on training
• Training spent per employee (costs/FTE)
• Total amount spent on employees
• Number of training hours per employee (year)
• % of key positions with successors
• Vacancy rate (vacancies/headcount)
• Absenteeism rate (sick days/FTE)
• Labour turnover (people left/headcount)
• Diversity/employment equity profile (race, gender, disability)
Key Human Capital Metrics
• Revenue per employee (Revenue/FTE)
• Profit per FTE (Revenue-Operating cost/FTE)
• Human Capital ROI (benefits-costs/costs)
• Leadership quality index
• Employee engagement score
• Employee satisfaction score
• Organisation climate score
• Employer of choice index
• Human capital risk index (less than 10% risk)
• HR customer satisfaction score
POSITIONING GRC IN
COMPANIES
GOVER-
NANCE
RISK
COM-
PLIANCE
LEADERSHIP
MANAGEMENT
CULTURE
CONTROLS
Triple bottom-line: 3 P’s
PEOPLE
(Social)
PLANET
(Environment)
PROFITS
(Financial
performance)
S U S T A I N A B I L I T Y
“Good human
resource
management is
imperative for
good governance”
Mervin King
HR governance defined:
is the act of leading,
directing & controlling
the HR function to
promote sound
corporate governance
in pursuit of the overall
business goal of
economic, social &
environmental
sustainability
Workplace behaviour
OOPs !! What if ? the pilots had not
read the Instruction book
What if ? The ground staff didn't think that
house keeping was an important issue
Who insured it and will they pay ??
HR role
 HR’s role is to guide and develop policies and ensure
that managers have a clear understanding of their
responsibilities. This applies in respect of, for
example, health and safety; fair employment practices;
recruitment and terminations; diversity and the
avoidance of discriminatory behaviour.
 HR should participate at all levels in managing risks
within the company and contribute to ensuring ‘joined-
up thinking’ between different business functions.
 HR should be represented at executive level and on
specialist company-wide committees – for example, on
the implementation of the Corporate Governance (King
3) requirements.
RISK Reporting
GUIDELINES FOR HR GRC
• Transform HR management to HR governance by taking
full responsibility for GRC in the HR space, but with a
clear link to overall GRC and business strategy
• Identify all stakeholders and engage with them
• Design and implement a robust HR risk management
plan
• Develop HR standards – good HR practices
• Infuse HR governance in your organisation
• Evaluate the impact of HR on the bottom-line
RATING SCALE TO ASSESS HR
PROBLEMATIC MEDIOCRE EXCELLENT
High Risk Medium Risk Low/no Risk
HR practice is non-existent,
has a low uptake or is applied
poorly. Little, no or poor
results are evident. Requires
urgent attention to move to
medium risk over short or
medium term.
Some pockets of excellence,
but they are isolated, and
applied inconsistently in
certain parts of company.
Some occasional positive
results comparable to typical
average HR standards. Should
be addressed before it
becomes problematic.
HR leading practice is well
infused, aligned and integra-
ted across the company and
applied consistently with clear
results. Comparable to world-
class standards. Should be
maintained, reinforced or used
as a model for other
companies.
SUSTAINABLE PERFORMANCE
“Whether a company sustains exceptional performance
depends first and foremost on whether it continues to
have the right people in power.”
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
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
Integrated
Reporting
HR Competencies
Conclusion
HR standards are needed to improve the
consistency and quality of HR management.
Consider the SABPP approach, process and
methodology, but develop your own HR
standards for your country.
Best wishes with your HR governance work.
For more information, contact us on executiveoffice@sabpp.co.za
Let us build well governed HR functions
professional@sabpp.co.za (Professional Registration)
xolani@sabpp.co.za (Professional Services)
kenneth@sabpp.co.za (Stakeholder Relations)
penny@sabpp.co.za (Research)
naren@sabpp.co.za (Learning & Quality)
marius@sabpp.co.za (Strategy inputs)
voice@sabpp.co.za (Social media)
Website : www.sabpp.co.za Blog: hrtoday.me
New office: 8 Sherborne Str, Parktown, South Africa
Tel: +27 11 482-8595 Fax: +27 11 482-4830
Cel: 082 859 3593 (Marius Meyer)
FOLLOW US ON :
@sabpp1
@mariussabpp
#hrstandards

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HR Standards & metrics driving good governance, slides by Marius Meyer, CEO of SABPP.

  • 1. APPLYING HR STANDARDS & METRICS TO PROMOTE SOUND HR GOVERNANCE, RISK, COMPLIANCE 12th Africa Corporate Governance Conference Marius Meyer, CEO: SABPP 15 July 2014 @SABPP1
  • 2. Agenda • Clarifying the need for national and international HR Standards • Identify HR metrics to measure bottom-line impact of HR • Managing people risks in business • Creating an ethical organisation culture • Conclusion
  • 3. 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 fly back home on an airline without standards?
  • 4. 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?
  • 5. 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 R197 million per day.
  • 6. More facts about HR • SA losing R12 billion a year due to absenteeism. • Only 5% of employees understand business strategy. • World-wide only 13% of employees actively engaged. • Companied 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%.
  • 7. Operational Management Consistency in the Management of People One of the toughest things to be is consistent
  • 8. Why standards ? The chair that you're sitting on, or the desk your computer is perched on, are held together by bolts and screws. Humble bolts and screws also hold together our children's bicycles - and also the aircraft we trust our lives to during business trips or holiday travel. The diversity of screw threads used to represent big problems for industry, particularly in maintenance, as lost or damaged nuts and bolts could not easily be replaced. A global solution is supplied in the ISO standards for metric screw threads. The credit card you may have used to buy your holiday can be used worldwide because all its basic features are based on ISO standards. We are so familiar with many objects, like credit or telephone cards, that we tend to assume they just "fell out of the sky". In fact, the ease with which we can use them can be traced back to an ISO standard. Today standard users account for 78% of the FTSE 100, 53% of the Nikkei, and 44% of both the Fortune 500 and Hang Seng listed companies.
  • 9. 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
  • 10. Example of inconsistency – paternity leave • South Africa – 3 days • Ghana – 5 days • Cameroon – 10 days • Kenya – 14 days • Australia – 14 days • Sweden – 60 days • UK – 12 months (parents sharing)
  • 11. 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.
  • 12. 468 HR Leaders developing HR Standards for South Africa
  • 13. HR Standards Facilitators Kate Dikgale-Freeman Michael Robbins Linda Chipunza
  • 14. BUSINESS STRATEGY – HR BUSINESS ALIGNMENT ❶ Strategic HRM ❷ Talent Management ❸ HR Risk Management HR ARCHITECTURE HR VALUE & DELIVERY PLATFORM ❹ Work- force planning ❺ Learning ❻ Perfor- mance ❼ Reward ❽ Well- ness ❾ ERM ❿ OD ⓫ HR Service Delivery ⓬ HR Technology (HRIS) Prepare Imple- ment Review Improve⓭ HR MEASUREMENT HR Audit: Standards & Metrics HRCOMPETENCIES © SABPP HRM SYSTEM STANDARDS MODEL
  • 15. Global approaches to standards • Production and safety lead – ISO standards • Professional standards – accounting • Top global companies – their own standards • Canada – HR Standards & Metrics • USA – HR Metrics (SHRM) • ISO HR project started • South African National HR Standards
  • 16. Market reaction to project • All over SA (all 9 provinces) • USA (SHRM and ISO) • UK (CIPD) • Australia • Netherlands • Zimbabwe • Zambia • Botswana • Namibia • Lesotho • Swaziland • Kenya • Ghana • Malaysia
  • 17. ❶ STRATEGIC HR MANAGEMENT STANDARD DEFINITION Strategic HR Management is a systematic approach to developing and implementing long-term HRM strategies, policies and plans that enable the organisation to achieve its objectives. SABPP (2013)
  • 18. STRATEGIC HR MANAGEMENT STANDARD OBJECTIVES 1.2.1 To ensure the HR strategy is derived from and aligned to the organisation’s objectives in consultation with key organisational stakeholders. 1.2.2 To analyse the internal and external socio-economic, political and technological environment and provide proactive people-related business solutions. 1.2.3 To provide strategic direction and measurements for strategic innovation and sustainable people practices. 1.2.4 To provide a foundation for the employment value proposition of the organisation. 1.2.5 To establish a framework for the HR element of the organisation’s governance, risk and compliance policies, practices and procedures which balance the needs of all stakeholders. SABPP (2013)
  • 19. STRATEGIC HR MANAGEMENT STANDARD IMPLEMENTATION 1.3.1 Translate the overall strategic intent of the organisation into HR strategy. 1.3.2 Position the strategic HR agenda as an integral part of strategic decision making and operational plans. 1.3.3 Allocate HR resources and build capability to implement the HR mandate. 1.3.4 Provide the contextual foundation for the development of the policies, plans, practices and procedures. 1.3.5 Allocate accountability and responsibilities for the execution of HR strategy. 1.3.6 Ensure the execution of the HR strategy is measured and monitored within the governance framework of the organisation. 1.3.7 Drive continuous improvement and sustainability of the HR strategy through planned reviews and integrated reporting. SABPP (2013)
  • 20. HR RISK MANAGEMENT DEFINITION HR Risk Management is a systematic approach of identifying and addressing people factors (uncertainties and opportunities) that can either have a positive or negative effect on the realisation of the objectives of an organisation. SABPP (2013) ❸
  • 21. HR RISK MANAGEMENT OBJECTIVES 3.2.1 To increase the probability and impact of positive events and decrease the probability and impact of negative events caused by people factors on the achievement of organisational objectives. 3.2.2 To align HR and people management practices within the governance, risk and compliance framework and integrated reporting model of the organisation. 3.2.3 To ensure appropriate risk assessment practices and procedures relating to people factors are embedded within the organisation. 3.2.4 To ensure appropriate risk controls are designed and applied to HR activities and interventions. 3.2.5 To contribute in creating and sustaining a risk culture in an organisation which also encourages innovation and creativity. SABPP (2013)
  • 22. Risk / Readiness Profile
  • 23. H R R I S K S – 8 African countries • 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
  • 24.  181 babies died in state hospitals last year.  Human errors, faulty equipment & cover-up by senior medical staff were key factors.  Infection-control nurse retired, and her post not filled.  Critical shortage of nurses & clinical engineers who are responsible for maintaining ventilators.  Senior doctors presented inaccurate stats to their bosses to cover up poor management practices.  Doctors failed to alert DoH to the crisis, even though a few nurses had raised the alarm to management. Public sector case study
  • 25. STAFF COMPLAINTS: Shortage of nurses, leading to overworked staff being vulnerable to human error. High baby-to-nurse ratio – babies not getting adequate care and attention. Specialist doctors consult junior doctors on the phone without personally accessing high-risk cases. Inadequate training for medical staff. 30 May 2010 If you don’t manage HR risks
  • 26. HR RISK MANAGEMENT IMPLEMENTATION 3.3.1 Position the role of HR in influencing and communicating the organisational risk culture. 3.3.2 Assess potential positive and negative people factor risks to achieving organisational objectives. 3.3.3 Identify and evaluate the potential risk impacts with regard to strategic and operational HR activities. 3.3.4 Decide on appropriate risk tolerances for the different components of the HR function. 3.3.5 Design and implement appropriate people-based risk management systems, metrics, risk controls, and HR practices which will contribute to mitigate the potential risks. 3.3.6 Ensure all HR risk practices conform to the organisational governance, risk and compliance strategies and policies including integrated reporting. SABPP (2013)
  • 27. HR RISK ASSESSMENT FRAMEWORK Human Factor Risk Leader- ship Human Factor Risk Manage- ment Processes Human Factor Risk Handling Outcomes CAPABILITIES RESULTS INNOVATION AND LEARNING People Human Factor Risk Policy & Strategy Partnerships Adapted from EFQM & IMOR (Michael Robbins)
  • 28. ⓭ HR MEASUREMENT DEFINITION HR measurement is a continuous process of gathering, analysing, interpreting and presenting quantitative and qualitative data to measure and align the impact of HR practices on organisational objectives, including facilitating internal and external auditing of HR policies, processes, practices and outcomes. SABPP (2013)
  • 29. HR MEASUREMENT OBJECTIVES 13.2.1 Determine measurement approaches, methodologies and metrics to assess the effectiveness and efficiency of HR practices. 13.2.2 Identify relevant measurement areas for the purpose of integrated reporting. 13.2.3 Implement appropriate tools and methods to measure timely the efficiency, effectiveness and consistency of HR practices across the organisation. 13.2.4 Provide a clear framework for measuring HR impact on the bottom-line of the organisation. 13.2.5 Develop performance indicators for HR service delivery and business impact and present to the organisation in an appropriate HR Scorecard SABPP (2013)
  • 30. IMPLEMENTATION 13.3.1 Develop an integrated HR measurement and reporting framework. 13.3.2 Set up management systems and resource the HR function to collect and report on agreed people management metrics. 13.3.3 Develop and implement an HR scorecard. SABPP (2013)
  • 31. Towards National HR Metrics • % of people meeting performance contracts • % of outstanding performers • Average time to resolve people issues • % of payroll spent on training • Training spent per employee (costs/FTE) • Total amount spent on employees • Number of training hours per employee (year) • % of key positions with successors • Vacancy rate (vacancies/headcount) • Absenteeism rate (sick days/FTE) • Labour turnover (people left/headcount) • Diversity/employment equity profile (race, gender, disability)
  • 32. Key Human Capital Metrics • Revenue per employee (Revenue/FTE) • Profit per FTE (Revenue-Operating cost/FTE) • Human Capital ROI (benefits-costs/costs) • Leadership quality index • Employee engagement score • Employee satisfaction score • Organisation climate score • Employer of choice index • Human capital risk index (less than 10% risk) • HR customer satisfaction score
  • 34. Triple bottom-line: 3 P’s PEOPLE (Social) PLANET (Environment) PROFITS (Financial performance) S U S T A I N A B I L I T Y
  • 35. “Good human resource management is imperative for good governance” Mervin King
  • 36. HR governance defined: is the act of leading, directing & controlling the HR function to promote sound corporate governance in pursuit of the overall business goal of economic, social & environmental sustainability
  • 38. OOPs !! What if ? the pilots had not read the Instruction book
  • 39. What if ? The ground staff didn't think that house keeping was an important issue Who insured it and will they pay ??
  • 40. HR role  HR’s role is to guide and develop policies and ensure that managers have a clear understanding of their responsibilities. This applies in respect of, for example, health and safety; fair employment practices; recruitment and terminations; diversity and the avoidance of discriminatory behaviour.  HR should participate at all levels in managing risks within the company and contribute to ensuring ‘joined- up thinking’ between different business functions.  HR should be represented at executive level and on specialist company-wide committees – for example, on the implementation of the Corporate Governance (King 3) requirements.
  • 42. GUIDELINES FOR HR GRC • Transform HR management to HR governance by taking full responsibility for GRC in the HR space, but with a clear link to overall GRC and business strategy • Identify all stakeholders and engage with them • Design and implement a robust HR risk management plan • Develop HR standards – good HR practices • Infuse HR governance in your organisation • Evaluate the impact of HR on the bottom-line
  • 43. RATING SCALE TO ASSESS HR PROBLEMATIC MEDIOCRE EXCELLENT High Risk Medium Risk Low/no Risk HR practice is non-existent, has a low uptake or is applied poorly. Little, no or poor results are evident. Requires urgent attention to move to medium risk over short or medium term. Some pockets of excellence, but they are isolated, and applied inconsistently in certain parts of company. Some occasional positive results comparable to typical average HR standards. Should be addressed before it becomes problematic. HR leading practice is well infused, aligned and integra- ted across the company and applied consistently with clear results. Comparable to world- class standards. Should be maintained, reinforced or used as a model for other companies.
  • 44. SUSTAINABLE PERFORMANCE “Whether a company sustains exceptional performance depends first and foremost on whether it continues to have the right people in power.”
  • 45. 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
  • 46. 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 Integrated Reporting HR Competencies
  • 47. Conclusion HR standards are needed to improve the consistency and quality of HR management. Consider the SABPP approach, process and methodology, but develop your own HR standards for your country. Best wishes with your HR governance work. For more information, contact us on executiveoffice@sabpp.co.za
  • 48. Let us build well governed HR functions professional@sabpp.co.za (Professional Registration) xolani@sabpp.co.za (Professional Services) kenneth@sabpp.co.za (Stakeholder Relations) penny@sabpp.co.za (Research) naren@sabpp.co.za (Learning & Quality) marius@sabpp.co.za (Strategy inputs) voice@sabpp.co.za (Social media) Website : www.sabpp.co.za Blog: hrtoday.me New office: 8 Sherborne Str, Parktown, South Africa Tel: +27 11 482-8595 Fax: +27 11 482-4830 Cel: 082 859 3593 (Marius Meyer)
  • 49. FOLLOW US ON : @sabpp1 @mariussabpp #hrstandards