Extracting value from our HR Audit. Presentation by Kholeka Ngubeni-Henderson

1. SABPP HR STANDARDS AUDIT : Extracting Value
from the Audit Experience

2. About Telesure
 Telesure Investment Holdings (Pty) Ltd (Telesure) established in 1998.
 Group owns and operates several of South Africa’s leading insurance
brands.
 Companies in the Telesure group target different segments of the insuring
public.
 The Company is geared to assess the needs of the market we service.
 Provide products and distribution channels to best suit customer needs.

3. Telesure Brands

4. HR Audit Value
 Transformation of HR from early 1900’s from a clerical function
 Challenge to do more with less while contributing to business objectives
Address changing organizational needs
 HR function often overlooked for audits/measurements tools
Need to assess it for its effectiveness and regulatory compliance
HR Audit set the stage for true HR Transformation of HR Strategy and services
Links HR Systems and Services to organizational objectives
Ensure consistency and alignment in practices and processes

5. Audit Process Preparation
Senior Leadership buy-in
HR Team buy-in
Meeting with Lead Auditor & HR Team
Audit Captain
HR Team Audit Planning Session
HR Team Work Groups
Organizational internal Communication

6. HR Standard Assessment Elements
1. Strategic HR Management
2. Talent Management
3. HR Risk Management
4. Workforce Planning
5. Learning & Development
6. Performance Management
7. Reward & Recognition
8. Wellness
9. Employee Relations Management
10. Organization Development
11. HR Service Delivery
12. HR Technology
13. HR Measurement

7. Audit Day
Senior Leadership involvement
HR Leadership team
Team Commitment to process
Stakeholder Engagement

8. Audit Agenda
HR STD
ELEMENT
INTERVEWEES AUDIDT TEAM TIME

9. Audit Learnings & Key Take-outs
 Keep localised evidence centrally accessible
Collaboration between HR & Business is critical
to facilitate survey/audit
 Share Corporate Memory in a visible format
(make available the “unwritten” knowledge/
processes/procedures)
HR Strategy aligned to Business Strategy
HR Structure and resources aligned to deliver on
business requirements
Gaps identified gaps in our systems
and processes

10. Audit Learnings & Key Take-outs (continued)
Identified gaps in the HR process efficiency
HR Team strengths and weaknesses identified
Feedback on how our internal customers feel
about HR service offering

11. Audit Realised Value
Alignment of HR Strategy to Business Strategy
facilitates HR and Line Partnership
Enables effective delivery of business results
Incorporating of best practices into daily routines
keeps process alive
Prioritized critical areas of improvement
 Encourage Cross Functional Teams
 Monthly Reporting and tracking on our areas of
improvement.

12. The Way Forward
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13. QUESTIONS
THANK YOU