National HR Standards: Why and What?
by Kate Dikgale-Freeman
On 27 and 28 July 2016 the Annual HR Standards Summit will take place at Vodacom World in Midrand. It will be a celebration of four successful years of the HR Standards Journey in South Africa. It will also be an opportunity for HR leaders to challenge one another about current gaps and opportunities. But let us first reflect on the HR Standards journey so far. Where did it all start? On 21 May 2013, a group of 120 HR Directors convened under the leadership of SABPP and HR Future to develop the first set of draft HR Standards for South Africa. The standard elements ranged from strategic HR management, to talent management, employment relations and HR measurement. This was an historic moment, but now the time is right to reflect on the significance of this occasion and to plan the way forward after three years of implementation. The reality is that some HR Managers are on board right from the word go. Others joined in a year or two later and it is clear that despite the early successes achieved, a great deal of awareness and capacity-building is still needed to build on the early momentum. For the veterans on the journey, let us reflect on the lessons. For newcomers, we invite you to join this exciting journey and I therefore want to use this opportunity of orientating you about HR Standards and the value thereof for your HR function and your business at large. The “why” and “what” of the standards need to be clearly articulated, not only to obtain buy-in, but to create continuous awareness and understanding about the standards.
An important consideration is to decide how the standards can be rolled-out to the broader market. It is an achievement to have developed the standards, but if no one applies them, what impact does it really have? Thus, we need to be able to first of all internalise the standards as HR professionals, and secondly, to develop a clear focus on applying these standards in the workplace.
Therefore, disseminating the national HR standards to the broader HR community and HR teams in particular, requires a clear focus on why we need the standards in the first instance:
• Standards provide a framework of what acceptable HR practice is;
• It sets the objectives, scope and parameters for HR practice;
• Standards seek to reduce and eliminate inconsistencies;
• It attempts to identify and fill gaps in HR practice;
• HR standards help different branches, sites and divisions to follow an aligned approach;
• Once the foundation of a standard is set, opportunities can be pursued to raise the standard of HR work;
• With clear metrics in place, benchmarks can be developed and meaningful benchmarking conducted within and across industries.
• Standards form the foundation for monitoring and evaluation.
However, given the fact that the HR standards initiative is such a new national project in South Africa, and bearing in mind that HR professionals will be change agents in rolling out the standards, we should expect to be challenged by line and some HR managers about the relevance and impact of the standards. It is key for HR professionals to be ready to be challenged by line management and to answer their questions. Hence the need to be ready to dispel some of the myths about standards:
• Standards take flexibility away: This is simply not true, companies can still adapt the standard to their unique needs, and develop flexible approaches to implementing the standards.
• Standards ignore industry differences: While standards have indeed been developed based on a national approach to HR, the overall standard supersedes any industry approaches. However, nothing prevents HR professionals in specific industries such as mining or manufacturing to adapt the standard based on industry specific imperatives.
• Standards stifle innovation: This is not necessarily the case. If used from a continuous improvement perspective, standards can provide fantastic opportunities to encourage innovation around the standard, and even exceeding the standard.
• Standards are practical and not based on any theory or research: The foundation of the standards has been well researched for years, however, it has never been positioned as national HR standards. Continuous research should be done to build theories around the standards, and universities will be invited to conduct studies on the standards.
Dispelling the above myths will be critical to ensure that all HR professionals embark on appropriate change management interventions to roll-out the standards at their companies. It may also be necessary to view the standards from a holistic and systemic perspective. In other words, the National HR System Standard may be used as a foundation for developing different types of standards according to the needs of organisations, learning providers and individual professionals. For instance, the HR system standard may be used to address HR from different angles based on the needs of several stakeholders. Examples of these different, but also complimenting HR standards are as follows:
• Professional practice standards: The HR standard elements may be used to improve the quality of HR work in each one of the 13 HR areas identified;
• Curriculum standards: Learning providers and universities may repackage the HR practice standards for the purpose of developing curriculum for HR qualifications and learning programmes;
• Service delivery standards: The professional practice standards may be converted to clear service level agreements, for example how long it will take to complete a specific HR activity, or the quality of an HR product or service;
• Competency standards: The HR Management System and its associated professional practice standards could be repositioned as HR competency standards for the purpose of building HR competence, and should therefore be aligned to the National HR Competency Model;
• Metrics and benchmark standards: Clear metrics and benchmarks can be developed to conduct proper benchmarking about HR norms and numbers for the purpose of making meaningful comparisons, and to support HR and business decision-making. The new framework for HR Metrics as part of the National HR Scorecard is at an advanced state of development by the SABPP HR Metrics Working Group.
As an accreditation, quality assurance and professional body, SABPP will align all five types of standards to drive the HR profession forward. The national HR System Standard Model has set the scene for elevating HR to a fully-fledged profession taking responsibility and ensuring accountability for professional practice. In this article, I highlighted the “why” and “what” of the HR system standard. I hope you can attend the 4th Annual HR Standards Summit in Midrand on 27-28 July. This event is an opportunity to engage with other HR Managers who have already aligned their HR work to the HR Standards. Moreover, the top companies audited against the HR standards in all 13 standards will be featured at our first HR Standards Awards Ceremony. More information about the event is available on http://www.sabpp.co.za and enquiries can be directed to firstname.lastname@example.org For daily updates follow SABPP on twitter @SABPP1
Kate Dikgale-Freeman is the CEO of DNA Consulting and Ex-Vice Chairperson of SABPP. She was the HR Standards Leader for the HR Standard element on HR Service Delivery. Kate facilitated conference and workshop presentations on the HR Standards throughout South Africa, Zambia and the United Kingdom.