2. New SABPP Model: HR Voice for
Professionals
Knowledge
Human resource
development
Ethics
Research - info
Quality
assurance
Value &
visibility
Open for
alliances
Learning
growth &
development
Innovation
CPD
Excellence
Self-governance
Duty to society
3. SABPP VALUE PROPOSITION:
Products/Services to advance HR profession
RECOGNITION =
PROFESSIONAL STATUS
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Professional registration
NLRD Upload (SAQA)
RPL
Awards
Advocacy
HR Assessors/Moderators
registration
Accreditation of providers
University accreditation
RESOURCES =
PRODUCTS/SERVICES
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HR Competency Model
Social media discussions
Knowledge Centre
Booklets/DVDs
Guides/toolkits
Charts/posters
Fact sheets
One-stop info
Updates (laws, trends)
Ethics help-line
Newsletters
Website
HR Internships/jobs
HR policies
Mentoring
Workshops/seminars
Access to alliances
Event/product discounts
CPD
Students
RESEARCH =
INFORMATION
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Research papers
Position papers
Books
Articles
Cases
Benchmarking
Magazines
Labour market
information
4. Professional registration levels
MHRP
(Master)
• M/D degree + 6 years top level experience
• LoW = executive level
CHRP
(Chartered)
HRP (Professional)
• Hons degree + 4 years sr experience
• LoW = senior management
• Degree/ND + 3 years experience
• LoW = middle management
HRA (Associate)
• 2 year dip + 2 years experience
• LoW = junior level
HRT (Technician)
• Certificate + 1 year
experience
• LoW = entry
5.
6. AGENDA
• The emerging field of HR governance:
Balancing people GRC for business
sustainability
• The transition from HR business partner to
HR Governor
• Key dimensions of HR governance
• Applying robust HR risk management
• Balancing performance and compliance
• HR’s contribution to a sustainable business
7. HR AS BUSINESS PARTNERS?
This financial crisis is forcing
government and local agencies
to make some tough decisions.
If things continue for much
longer, there's a real risk that
we may have to lay off Jose.
9. FLAWS OF BUSINESS PARTNER
MODEL
• Why partner with the business if we are part of
the business?
• Why HR, what about IT, marketing etc?
• Underlying assumption that business is right &
HR is wrong.
• Line management view that performance is
more important than compliance.
• Line taking short cuts to side-step laws, HR
policy & procedures, e.g. selection.
• Line seen as most important stakeholder, what
about other stakeholders?
11. LINE SHOULD BECOME HR
PARTNERS
• Turning the business partner model around – line
should become HR partners!
• Balancing the needs of multiple stakeholders (not
only line)
• HR as innovators, social activists & stakeholder
partners - sustainability
• High performance organisation culture
• HR driving business strategy
• HR’s role as governors – custodians of people
12. SOUTH AFRICAN HR COMPETENCY MODEL
STRATEGY
5 HR
CAPABILITIES
TALENT
MANAGEMENT
HR GOVERNANCE, RISK,
COMPLIANCE
ANALYTICS & MEASUREMENT
HR SERVICE DELIVERY
HR & BUSINESS KNOWLEDGE
SOLUTION CREATION & IMPLEMENTATION
INTERPERSONAL & COMMUNICATION
CITIZENSHIP FOR FUTURE: INNOVATION, TECHNOLOGY, SUSTAINABILITY
4
PILLARS
DUTY TO SOCIETY
CORE
COMPETENCIES
ETHICS
ORGANISATIONAL CAPABILITY
PROFESSIONALISM
LEADERSHIP & PERSONAL CREDIBILITY
14. 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, De Doorns, Medupi.
• Raising the bar for the HR profession and
business impact.
23. 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
25. Evolution to HR governance
High
P
e
r
f
o
r
m
a
n
c
e
HR
Leader
(business partner)
HR
Governor
HR
Manager
HR
Regulator
Low
Low
C o m p l i a n c e
High
27. “People and behaviour
are often the biggest
risks”
• Critical to include
people risks in a
company’s risk
management plan
• HR need to be the
eyes & ears for peoplerelated governance &
compliance
28. What happens if we don’t manage risk:
A public sector case study
181 babies died in state hospitals.
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.
29. What happens if we don’t manage risk:
A 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
31. HR risks – people risk, governance
and compliance
32. PEOPLE RISKS IN THE
BUSINESS
• People risk includes: company culture, talent
shortages & retention, incompetence, employee
performance
• HR risks
need to be factored into
every major business
decision
33. H R R I S K S (8 African countries)
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•
•
•
•
•
•
•
Safety - accidents
Skills shortages/gaps
Incompetence
Employee
disengagement
Strikes & poor
employment
relationships
Fraud/corruption
Stress
HIV/AIDS
• Staff turnover
• Low staff satisfaction –
impact on customer
satisfaction
• Cyber security
• Conflict/disputes
• Diversity problems
• Sexual harassment
• Expatriate issues
• Non-compliance
36. OOPs !! What if ? the pilots had not
read the Instruction book
37. What if ? The ground staff didn't think that
house keeping was an important issue
Who insured it and will they pay ??
38. 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 ‘joinedup 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.
39. HR RISK MANAGEMENT
STANDARD
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.
40. 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)
41. HR Risk Management
IMPLEMENTATION
3.3.1 Position the role of HR in influencing and communicating the organisational risk
culture.
3.3.2 Asses potential positive and negative people factor risk to achieving organisational
objectives.
3.3.3 Identify and evaluate the potential risk impacts with regards 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 risk.
3.3.6 Ensure all HR risk practices conform to the organisational governance, risk and
compliance strategies and policies including integrated reporting.
SABPP (2013)
43. RATING SCALE TO ASSESS HR
PROBLEMATIC
MEDIOCRE
EXCELLENT
High Risk
Medium Risk
Low/no Risk
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 integrated across the company and
applied consistently with clear
results. Comparable to worldclass standards. Should be
maintained, reinforced or used
as a model for other
companies.
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.
45. Key phases for HR Governance
• 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
• Form new relationships – CRO & CAE
• Design and implement a robust HR risk
management plan
• Ensure HR features in integrated reporting
• HR Professionalism – competencies &
standards
46. HOW TO MAKE IT WORK
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•
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•
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Understand the business & strategy
Align HR strategy with business strategy
Work on business & financial acumen
Building sound relationships
Regular open communication
Use the language of business, not HR jargon
Invite line people to HR meetings
Start HR meetings with business strategy
Invite yourself to line meetings!
Proper HR analytics & metrics for business
48. ELIMINATING THE OBSTACLES
• Develop a clear business partner philosophy &
model for your organisation
• Break down the silos within HR, before you try
to break down the gap between HR and line
• Create a people-driven culture
• Build high level HR competence
• Develop line managers as people managers –
leaders
• Get line to understand risk & governance
49. 6 CRITICAL QUESTIONS
No
Key Questions
1
Have you identified all your stakeholders?
2
Do you have a plan for implementing HR GRC?
3
What is the role of HR enabling GRC in your
organisation?
4
Have you identified all the HR risks in the
business?
5
Do you have an HR governance framework?
6
If you are assessed today, will you meet the
requirements of a GRC compliance audit?
50.
51. SUSTAINABLE PERFORMANCE
“Whether a company sustains exceptional performance
depends first and foremost on whether it continues to
have the right people in power.”
52. GRC ROLE OF CHRO
“Governance, risk & compliance provides a
perfect opportunity for Chief HR Officers &
HR organisations to move beyond their
traditional administrative role & earn a seat
at the strategy table - providing HR with a
level of credibility & respect that’s long
overdue.”
53. CONCLUSION
Yes, HR should be strategic business partners, but
that means that we really address the needs of the
business without compromising our professional
duty of sound HR governance. If we can improve on
our HR performance and gain true credibility as
strategic HR champions, the challenge will be to
ensure that line managers become HR partners.
We should also become HR governors overseeing
HR as a key resource.
Best wishes with your HR work in Zambia!
