The 3 levels of #HRMetrics Reporting by SABPP CEO, Marius Meyer #masteringsap

1. The South African Human Capital Scorecard:
3 levels of HR Metrics Reporting
Marius Meyer
SABPP

3. Measure-
ment
model

6. HR Bottom
line

7. “There are two radical changes in the HR space that are coming from entirely different
directions but are destined to collide: HR Standards and Big Data. They are radical
because they will fundamentally change the performance evaluation of HR, the
teaching of the profession, and the standing and credibility of practitioners.”
Neil McCormick & Chris Andrews
HR Advisory Bond University

8. 1. What is your current approach to human capital
analytics?
2. Does it enable you to make better decisions about
people?
3. Does it help you optimise people in achieving
strategic business objectives?
4. What are the obstacles you currently face regarding
human capital analytics?
5. How would you like to improve your current approach
to human capital analytics?
Key
Questions

10. 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

13. HR Audit
Evidence

15. Our
commit-
ment

16. What is HR Measurement?
HR measurement is a continuous process of gathering,
analysing, interpreting, evaluating and presenting
quantitative and qualitative data to measure, align and
benchmark the impact of HR practices on organisational
objectives, including facilitating internal and external
auditing of HR policies, processes, practices and
outcomes.
SABPP (2014)

17. Why do we need the HR Measurement
standard?
Poor business decisions can be attributed to inconsistent
measurement, flawed data or irrelevant measures.
This Standard will guide the decision-making process and will enable
an efficient, effective and consistent assessment of the people
measures critical to business success.

20. Our socio-
economic
realities

21. How are we doing as a country?
• 71st on Corruption Perceptions Index (TI)
• 100th on availability of scientists & engineers (Spectator Index)
• 119th on Human Development Index (UN)
• 6th on Infant Deaths (UN)
• 15th on most PhD graduates (OECD)
• 138th on education (WEF)
• 32th on work-life balance (OECD)

23. A sound framework to improve human capital decision-
making at national, board and operational levels has been
developed using a consistent set of 5 dimensions of HR
metrics.
The ultimate goal is to leverage and report on human
capital data in making better decisions aligned to
business objectives and socio-economic indicators.

24. Human capital
cycle

25. Human Capital Availability
• What is the match of supply and demand of economically
active people (skilled and unskilled) in the country?
• Where are specific under supply and over supply situations?
Human Capital Contribution
• How productive is the employed population?
• What is the level of innovation in the country?
Human Capital Wellbeing
• What health and wellbeing issues impact on the general
productivity potential of the economically active population?
Human Capital Wealth Creation
• How do different sectors of the employed population share in
the wealth created in the country?
• How attractive is the country to international talent?
Human Capital Cost, Investment and Growth
• What are we doing in terms of learning and development in
the school and post-school education system?
• How much are we spending on whom for what in the post-
school education system?
• What are we doing and how much are we spending on job
creation efforts?
• What health and wellbeing interventions are having positive
impacts on productivity?
SOUTH AFRICAN
HUMAN CAPITAL
CONFIDENCE INDEX

26. Human
capital
metrics

28. Next steps
• Finalise proposed content of the 3 levels with key
experts and stakeholders
• Package for easy communication and consult widely
• Operationalise including building data collection and
benchmarking capability
• Sign-off by key stakeholders, e.g. SAICA
• Implementation and capacity-building

29. A final thought
“HR departments can gather rich data about the
business and use it to analyse skills gaps,
performance, costs, and more.”
Sandra Swanepoel
MD: Sage HR & Payroll

30. Conclusion
The National HR Standards Initiative has opened the
door for a more professional and systematic
approach towards HR analytics and measurement.
Phase 3 (HR Metrics) is in its 4th year, and we invite
more participation from HR Leaders. Let us build a
sound framework to improve workforce decision-
making at national, board and operational level.

31. marius@sabpp.co.za
+27 82 8593593
@MariusSABPP @SABPP1
Linkedin.com/in/MariusMeyer
+27 010 007 5906