Moving from Operational HR Professional to Strategic Planner
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Moving from Operational HR Professional to Strategic Planner by Xolani Mawande COO of SABPP. xolani@sabpp.co.za @SABPP1
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Moving from Operational HR Professional to Strategic Planner
- 1. MOVING FROM OPERATIONAL HR PROFESSIONAL TO STRATEGIC PLANNER Xolani Mawande 23 July 2015 xolani@sabpp.co.za @SABPP1
- 2. Agenda • Part A: HR trends and best practices • Part B: State of HR profession • Part C: HR Competency Model & National HR Standards
- 3. The role of HR …
- 4. • Identifying talent issues before they impact the business • Adjusting HR strategies to respond to changing business needs • Understanding how HR business partners can support the business The results of our research indicated that our top three priority CCR’s include the following: SABPP Strategic Vision “To Professionalise the HR Profession” SABPP - ETQA SABPP – Registration Committee HRD Committee Business Leader’s Expectations OR Critical Customer Requirements (CCR’s) Key HR Business Partner Outputs Competencies CareerPaths LearningSolutions SABPP Strategic Vision “To Professionalise the HR Profession” SABPP - ETQA SABPP – Registration Committee HRD Committee Business Leader’s Expectations OR Critical Customer Requirements (CCR’s) Key HR Business Partner Outputs Competencies CareerPaths LearningSolutions 1Communicating organisational culture/values to Employees 1Keep abreast of new legislation that may impact on business 1Preparing for different situations 2Responding to organisational changes 2Managing conflict between managers 2Assessing Employee attitudes 3Enforcing standard HR policies and procedures 3Resolving political problems in the execution of business plans 4Respond to manager needs 4Retention of talent within the business 5Capacity building/Skills development 6Quickly responding to employee needs 6Communication around HR in general 11Tracking trends in employee behaviours and attitudes. 11Keep the line updated on HR initiatives 13Prioritizing across HR Needs 25Utilising new business strategies 30Developing the next generation of leaders 32Identifying talent issues before they can impact on the business 35Identifying HR Metrics 42Adjusting HR strategies to respond to changing business needs 43Understanding how HRB’s can support the business 48Redesigning Organisational Structure around strategic objectives 54Understanding the Talent needs of the business TOTALCCR 1Communicating organisational culture/values to Employees 1Keep abreast of new legislation that may impact on business 1Preparing for different situations 2Responding to organisational changes 2Managing conflict between managers 2Assessing Employee attitudes 3Enforcing standard HR policies and procedures 3Resolving political problems in the execution of business plans 4Respond to manager needs 4Retention of talent within the business 5Capacity building/Skills development 6Quickly responding to employee needs 6Communication around HR in general 11Tracking trends in employee behaviours and attitudes. 11Keep the line updated on HR initiatives 13Prioritizing across HR Needs 25Utilising new business strategies 30Developing the next generation of leaders 32Identifying talent issues before they can impact on the business 35Identifying HR Metrics 42Adjusting HR strategies to respond to changing business needs 43Understanding how HRB’s can support the business 48Redesigning Organisational Structure around strategic objectives 54Understanding the Talent needs of the business TOTALCCR
- 5. Part A: HR Trends & Best Practices Where is HR going globally and in South Africa? What are the major HR trends and best practices?
- 6. PARADIGM SHIFT OPERATIONAL MINDSET • Day-to-day tasks • Transactional HR • Getting things done • Crisis reactive management • Doing things now • Training for tasks • Managing people • Internal focus • Short-term measures STRATEGIC THINKING • Long term priorities • Transformational HR • Creating value • Proactive management • Planning things for future • Organisational capability • Leading people • External focus • Strategic measures - metrics
- 7. IBM CEO Study 2012: Factors impacting organisations 1 Technology factors (71%) 2 People skills (69%) 3 Market factors (68%) 4 Macro-economic factors 5 Regulatory concerns 6 Globalisation 7 Socio-economic factors 8 Environmental issues 9 Geopolitical factorsIBM CEO Study 2012
- 8. HR Trends • HR as Strategic Partner and Talent Management • HR Governance • HR Risk Management • New role to impact ethics in organisations • HR contribution to CSR and socio-economic situation - sustainability • HR Technology and Social Media • HR standards and metrics – integrated reporting • HR Competency models - professionalism
- 9. HR manager’s response to metrics?
- 10. Biggest Opportunities for HR IBM: Working beyond Borders • Cultivating creative leaders • Mobilising for greater speed and flexibility • Capitalising on collective intelligence i.e. collaboration
- 11. Most important organisational capabilities over the next five years IBM: Working beyond Borders 31% 33% 34% 37% 28% 30% 32% 34% 36% 38% Innovation Client connectivity Execution speed Leadership
- 12. Most important leadership qualities over the next five years IBM: Working beyond Borders 35% 52% 60% 0% 10% 20% 30% 40% 50% 60% 70% Ability to balance work and life demands Integrity Creativity
- 13. Part B: State of HR Profession in SA What is the current state of HR in SA?
- 14. 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.
- 15. 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. • 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%.
- 17. SABPP BENEFITS RECOGNITION = PROFESSIONAL STATUS RESOURCES = PRODUCTS/SERVICES RESEARCH = 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) • Ethics help-line • Newsletters • Website • HR Internships/jobs • HR policies • Mentoring • Workshops/seminars • Access to alliances • CPD • Students • Research papers • Position papers • Books • Articles • Cases • Benchmarking • Magazines • Labour market information
- 18. Professional registration levels • M/D degree + 6 years top level experience • LoW = executive level MHRP (Master) CHRP (Chartered) • Degree/ND + 3 years experience • LoW = middle management HRP (Professional) HRA (Associate) • Certificate + 1 year experience • LoW = entry HRT (Technician) • Hons degree + 4 years sr experience • LoW = senior management • 2 year dip + 2 years experience • LoW = junior level
- 19. 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 STANDARD MODEL
- 20. 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)
- 21. STRATEGIC HRM STANDARD ELEMENT: IMPLEMENTATION Framework of HR policies & programmes Environmental scan (PESTL) HR structure, service model and capability development People strategy HR strategic agenda Organisation’s strategic intent HR strategic agenda HR business plan People strategy Allocate roles & responsibilities (line/HR/support functions) MONITOR & EVALUATE
- 22. 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)
- 23. Risk + readiness
- 24. SABPP HR Risk Study Source: SABPP (2010)
- 25. HR Risk example
- 26. HR RISK MANAGEMENT PROCESS Assessment of risk tolerance for each risk Identify and evaluate impact of HR risks HR practices, programmes, metrics to manage risks HR Risk Map HR Risk Register Organisation’s risk management structures and processes HR Risk Register HR Risk Management Plan HR Risk Map MONITOR & EVALUATE
- 27. Part C: HR Competencies What competencies do we need to deliver world- class HR work?
- 28. Competency levels of the top 10 HR priorities Priority Area Priority Weight Competency Weight Priority Rank Competency Rank Creating a high-performance culture / Performance management 3.91 3.42 1 6 Leadership and management development 3.79 3.36 2 8 Skills development 3.77 3.58 3 3 Focus on corporate values, ethics 3.71 3.45 4 4 Industrial / Employee relations 3.69 3.70 5 2 Customer service / relations 3.68 3.43 6 5 Employee engagement 3.68 3.35 7 9 Change management 3.68 3.22 8 16 Crafting and implementing HR strategy 3.64 3.40 9 7 HR policies and procedures 3.62 3.71 10 1 HR Survey (2011)
- 30. 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 CORE COMPETENCIES HR & BUSINESS KNOWLEDGE DUTY TO SOCIETY ETHICS PROFESSIONALISM 4 PILLARS
- 31. How to become a strategic thinker • Study the strategy of your business • Study the strategies of other businesses • Read more about strategy – FM, HBR • Internalise the annual report of your company • Identify HR opportunities from the strategy • Put your strategy on one page • Develop an HR Risk Framework • Do proper HR analytics and metrics
- 32. 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
- 33. Conclusion HR professionals need to move from an operational to a strategic mindset. Join us on the journey towards high impact strategic HR thinking, plans and results.
- 34. SABPP BLOG For regular updates join our special HR Standards Blog: www.hrtoday.me
- 35. Let us build a great HR profession! professional@sabpp.co.za (Professional Registration) xolani@sabpp.co.za (Operations) 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 Twitter: @SABPP1 New office: 8 Sherborne Str, Parktown Tel: 011 045-5400 Fax: 011 482-4830