HR Standard Element 13: HR MEASUREMENT

13.1  D E F I N I T I O N

HR measurement is a continuous process of gathering, analysing, interpreting and presenting quantitative and qualitative data to measure and align the impact of HR practices on organisational objectives, including facilitating internal and external auditing of HR polices, processes, practices and outcomes.

13.2  OBJECTIVES

13.2.1  Determine measurement approaches, methodologies and metrics to assess the effectiveness and efficiency of HR practices.

13.2.2  Identify relevant measurement areas for the purpose of integrated reporting.

13.2.3  Implement appropriate tools and methods to measure the efficiency, effectiveness and consistency of HR practices across the whole organisation.

13.2.4  Provide a clear framework for measuring HR impact on the bottom-line of the organisation.

13.2.5  Develop performance indicators for HR service delivery and business impact.

13.3  IMPLEMENTATION

13.3.1  Develop an integrated HR measurement and systems framework for gathering data and business intelligence.

13.3.2  Ensure data accuracy and integrity.

13.3.3  Establish and implement appropriate approaches, methodologies and metrics for the organisation.

13.3.4  Develop an HR scorecard and relevant dashboard with key indicators and metrics for the organisation.

13.3.5  Create awareness and build organisational capability for utilising and optimising HR measurement, metrics and audits.

13.3.6  Conduct an internal and external audit of the HR function and people practices of the organisation.

13.3.7  Measure the level of employee engagement and organisation climate and implement appropriate solutions.

13.3.8  Ensure HR reporting is infused in overall organisational governance and integrated reporting.

13.3.9  Assess level of alignment of HR and people practices with business strategy.

13.3.10 Monitor the key indicators of the HR dashboard and address all risk areas.

13.4  NOTES 

This standard element should be read and applied by taking cognisance of all the other standard elements, but with a particular focus on strategic HR management, talent management,  HR risk management,  performance management, learning and development, HR service delivery and HR technology.

HR Competency Model: HR practitioners must be able to play an appropriate role in the following outputs:

  • Benchmarking and research
  • HR and business metrics
  • Use of metrics and analytics
  • Value adding reporting at operational, tactical and strategic levels

HR Standard Element 12: HR TECHNOLOGY

12.1  D E F I N I T I O N

HR technology is the effective utilisation of relevant technological applications and platforms that provide accessible and accurate data, information, knowledge and intelligence that enables more effective decision-making in enabling employees towards the implementation of organisational strategy.

12.2  OBJECTIVES

12.2.1  To consolidate and rapidly extract relevant data in real time that empowers more effective HR decision making.

12.2.2  To deliver effective presentation of HR data and information to board and executive committee meetings.

12.2.3  To allow easy access to relevant data in compliance with relevant data security and other information technology compliance requirements, laws, codes and standards (privacy).

12.2.4  To create more capacity within existing HR structures to deliver value-adding activity.

12.2.5  To streamline the HR Management System and its associated processes for effective use.

12.2.6  To enable the effective implementation of change and improvements to the HR Management System.

12.3  IMPLEMENTATION

12.3.1  Formulate an HR Technology policy and strategy.

12.3.2  Analyse and prioritise all the relevant HR categories of data and information.

12.3.3  Forecast future system load/spare capacity.

12.3.4  Design the specification for the HR Information Technology system (i.e. software or purchase).

12.3.5  Upload and configure data to the system.

12.3.6  Test the effectiveness of the system before implementation.

12.3.7  Build capacity of relevant staff members to access and use the system.

12.3.8  Implement continuous improvement process.

12.3.9  Ensure HR-IT policies, practices and procedures are aligned with organisational IT governance.

12.3.10 Monitor and evaluate the effectiveness of the system.

12.4  NOTES

This standard element should be read and applied by taking cognisance of all the other standard elements, but with a particular focus on strategic HR management,  talent management,  employee wellness,  performance management, learning and development, HR service delivery and HR measurement.

HR Competency Model: HR practitioners must be able to play an appropriate role in the following outputs:

  • HR Management Systems and use of technology
  • Leverage of technological developments
  • Innovation

HR Standard Element 11: HR SERVICE DELIVERY

11.1  D E F I N I T I O N

HR Service Delivery can be defined as the adequate provision of HR services meeting the needs of the organisation and its employees which enables delivery or f organisational goals and targets.

11.2  OBJECTIVES

11.2.1  To ensure timeousness, consistency and quality in the delivery of HR services.

11.2.2  To ensure sustainability of HR practices within the organisation.

11.2.3  To support the effective management of the human element in an organisation.

11.2.4  To provide effective professional advice and guidance to managers and employees regarding the correct implementation of labour laws, HR policies, practices and procedures.

11.2.5  To establish functional standards for HR record-keeping and administration.

11.2.6.  To measure employee engagement and satisfaction with the delivery of HR services.

11.2.7  To capture and provide management and the board with appropriate HR data and statistics.

11.3  IMPLEMENTATION

11.3.1  Design and implement HR policies, practices and procedures.

11.3.2  Design and implement the HR management system.

11.3.3  Ensure adequate understanding of the role of HR within an organisation.

11.3.4  Establish relevant communication channels with both management and employees to address relevant HR matters.

11.3.5  Ensure a user-friendly mechanism for understanding, promoting and ensuring compliance with all appropriate legislation applicable to the organisation.

11.3.6  Determine the methodology and process for establishing HR client satisfaction.

11.3.7  Provide independent professional oversight, guidance and consulting with regard to HR policy, strategy and organisational people practices and ethical values.

11.3.8  Facilitate appropriate interventions building organisational culture and capacity.

11.4  NOTES

This standard element should be read and applied by taking cognisance of all the other standard elements, but with a particular focus on strategic HR management,  HR risk management,  employee wellness, employment relations, performance management, learning and development and HR measurement.

HR Competency Model: HR practitioners must be able to play an appropriate role in the following outputs:

  • Customer orientation
  • Management of HR function
  • Management of outsourced functions
  • Policy development and administration
  • Maintenance of documentation and records

HR Standard Element 10: ORGANISATION DEVELOPMENT

10.1  D E F I N I T I O N

Organisation development (OD) is a planned systemic change process to continually improve an organisation’s effectiveness and efficiency by utilising diagnostic data, and designing and implementing appropriate solutions and interventions to measurably enable the organisation to optimise its purpose and strategy.

10.2  OBJECTIVES

10.2.1  To establish links with organisational purpose across all levels and functions of an organisation.

10.2.2  To ensure organisation design facilitates the purpose of the organisation.

10.2.3  To improve the ability of individuals, teams, departments and functions to work co-operatively to meet organisation objectives and optimise engagement at work.

10.2.4 To facilitate stakeholder engagement in all OD processes to ensure optimum buy-in.

10.2.5  To build the relevant OD capability to meet organisational needs.

10.2.6  To ensure compliance with relevant continuous improvement principles and practices

10.3  IMPLEMENTATION

10.3.1  Design, develop and prioritise appropriate responses to systemic OD issues identified by means of relevant diagnostic methodologies.

10.3.2  Ensure the clarity of OD interventions by identifying the anticipated outcomes of the OD process.

10.3.3  Ensure OD has a clear implementation roadmap that is applicable to the organisation structure, culture and processes.

10.3.4  Facilitate relevant change and improvement activities in line with agreed organisational requirements.

10.3.5  Contribute to creating, building and sustaining the organisation culture needed to optimise the purpose and strategy of the organisation.

10.3.6  Define an efficient and effective OD measurement system and its link to achieving organisational goals.

10.4  NOTES

This standard element should be read and applied by taking cognisance of all the other standard elements, but with a particular focus on strategic HR management,  HR risk management,  employee wellness, performance management, learning and development and HR measurement.

HR Competency Model: HR practitioners must be able to play an appropriate role in the following outputs:

  • Organisation behavior
  • Employee engagement
  • Team functioning
  • Organisational change
  • Healthy organisation culture
  • Employee communication
  • Productivity

HR Standard Element 9: EMPLOYMENT RELATIONS MANAGEMENT

9.1  D E F I N I T I O N

Employment relations is the management of individual and collective relationships in an organisation through the implementation of good practices that enable the achievement of organisational objectives compliant with the legislative framework and appropriate to socio-economic conditions.

9.2  OBJECTIVES

 9.2.1  To create a climate of trust, cooperation and stability within an organisation.

9.2.2  To ensure appropriate and effective conditions of employment and fairness across all levels of employees.

9.2.3  To achieve a harmonious and productive working environment.

9.2.4  To meet the employer’s duty of care towards its employees and other stakeholders.

9.2.5  To provide a framework for conflict resolution and collective bargaining where relevant.

9.2.6  To ensure capacity building and compliance to relevant labour legislation and codes of good practice (ILO and Department of Labour).

9.3  IMPLEMENTATION

9.3.1  Formulate appropriate employment relations strategies, structures, policies, practices and procedures.

9.3.2  Implement appropriate dispute resolution mechanisms (mediation, arbitration, conciliation).

9.3.3  Provide appropriate procedures to manage discipline and grievances.

9.3.4  Ensure all employment relations procedures, policies and practices conform to appropriate legislation and codes of good practice.

9.3.5  Create effective communication channels and building relationships between stakeholders.

9.3.6  Evaluate the state of employment relations by conducting appropriate employment relations audits to establish current climate and associated risks.

9.3.7  Enhance the established practices and procedures by innovative interventions that foster sound relationships.

9.3.8  Leverage employment relations to promote diversity and prevent unfair discrimination.

9.3.9  Contribute to community development that improves the socio-economic environment of employees.

NOTES

The role of the line manager is critical in maintaining sound employment relations, but HR should support managers with this duty.

This standard element should be read and applied by taking cognisance of all the other standard elements, but with a particular focus on strategic HR management,  HR risk management,  employee wellness, performance management and HR measurement.

HR Competency Model: HR practitioners must be able to play an appropriate role in the following outputs:

  • Employment Relations (ER) Strategy
  • Working with lawyers and agreements
  • ER Advice
  • Collective ER (a) Relationships and (b) Negotiations
  • Grievances and Conflict
  • Strikes and lockouts
  • Disciplinary cases
  • Dismissals and unfair labour practices
  • Restructuring – acquisitions, mergers, demergers, downsizing and outsourcing

HR Standard Element 8: EMPLOYEE WELLNESS

8.1  D E F I N I T I O N

Employee wellness is a strategy to ensure that a safe and healthy work environment is created and maintained, together with individual wellness commitment that enables employees to perform optimally while meeting all health and safety legislative requirements and other relevant wellness good practices in support of the achievement of organisational objectives.

8.2  OBJECTIVES

8.2.1  To promote  opportunities and guidance that enables employees to engage in effective management of their own physical, mental, financial and social well-being.

8.2.2  To enable the employer to manage all aspects of employee wellness that can have a negative impact on employees’ ability to deliver on organisational objectives.

8.2.3  To promote a safe and healthy working environment in pursuit of optimum productivity and preserve human life and health.

8.2.4  To reduce employee risk emanating from health and wellness issues.

8.2.5  To contain health and wellness costs.

8.2.6  To enhance the employment value proposition by means of promoting a culture of individual health and overall organisational wellness.

8.3  IMPLEMENTATION

8.3.1  Evaluate the organisational need and set objectives and boundaries for wellness programmes paying particular attention to high risk groups.

8.3.2  Formulate employee wellness strategy, policies and relevant HR procedures, fair to all employees, to promote and manage wellness programmes and risks.

8.3.3  Promote awareness of the wellness policy, strategy and procedures of the organisation.

8.3.4  Maintain statistical records across the organisation with regard to all aspects of wellness and specific case and incident analysis.

8.3.5  Consider flexible work practices and other alternative work arrangements to promote work life balance where possible.

8.3.6  Review the effectiveness of wellness programmes and interventions in support of operational objectives.

8.4  NOTES

This standard element should be read and applied by taking cognisance of all the other standard elements, but with a particular focus on strategic HR management, HR risk management,  employee relations management, performance management and HR measurement.

HR Competency Model: HR practitioners must be able to play an appropriate role in the following outputs:

  • Wellness strategy and policy
  • Occupational Health and Safety
  • Chronic disease management
  • Management of opportunities for people with disabilities
  • Quality of work life and wellbeing
  • Employee services

HR Standard Element 7: REWARD

7.1  D E F I N I T I O N

Reward is a strategy and system that enables organisations to offer an employment value proposition to employees in accordance with fair and appropriate levels of reward in recognition for their contribution to the achievement of agreed deliverables in line with organisational objectives and values. (An employment value proposition is the “deal” – what we offer as a total employment experience to employees  and what we demand in exchange.)

7.2  OBJECTIVES

7.2.1  To design and implement an appropriate employment value proposition aligned with organisation culture and objectives, and achieving a balance between the needs of the employer and employee.

7.2.2  To deliver a fair and equitable reward system or process and system that is ethical, cost effective and sustainable.

7.2.3  To ensure compliance with organisational governance principles and practices aligned to national governance codes of practice and relevant legislation.

7.2.4  To ensure your employment value proposition is in line with current industry and sector norms.

7.3  IMPLEMENTATION

7.3.1  Establish a remuneration committee or other appropriate mechanisms for determining reward structures, philosophy and policy.

7.3.2  Formulate a remuneration strategy and policy for your organisations that attracts, motivates and retains staff.

7.3.3  Ensure the reward strategy is aligned with appropriate legislative, governance and other directive requirements.

7.3.4  Identify and implement policies, practices and procedures that enable the rewards system to operate effectively.

7.3.5  Ensure understanding and awareness of the reward system.

7.3.6  Align and integrate reward with other HR practices (e.g. performance review) for optimal impact.

7.3.7  Benchmark and review the reward policy, process and practices at regular intervals to ensure relevance and impact (pay scales, benefits, incentives,  etc).

7.4  NOTES

This standard element should be read and applied by taking cognisance of all the other standard elements, but with a particular focus on strategic HR management, talent management, HR risk management, performance management and HR measurement.

HR Competency Model: HR practitioners must be able to play an appropriate role in the following outputs:

  • Rewards policy and systems
  • Benchmarking
  • Job Evaluation
  • Salary structuring
  • Salary and wage reviews
  • Payroll
  • Incentives
  • Employee Conditions of Employment and Benefits

HR Standard Element 6: PERFORMANCE MANAGEMENT

6.1  D E F I N I T I O N

Performance management is a planned process of directing, supporting, aligning and improving individual and team performance in enabling the sustained achievement of organisational objectives.

 6.2  OBJECTIVES

6.2.1  To translate and cascade broad organisational performance drivers into team and individual performance targets.

6.2.2  To establish an appropriate performance management process, methodology and system relevant to the needs, size, scope and complexity of the organisation.

6.2.3  To provide appropriate performance consequences (reward, recognition and development opportunities) that attract, retain and motivate employees.

6.2.4  To ensure fair, ethical and organisation cultural practices focusing on the achievement of performance targets.

6.2.5  To create and maintain a high performance organisation culture driving sustainable performance.

6.2.6  To measure progress against agreed individual and team objectives that enable attainment of organisational objectives.

6.3  IMPLEMENTATION

6.3.1  Develop a performance management strategy and policy for an organisation.

6.3.2  Implement an appropriate performance management system.

6.3.3  Ensure all staff are aware of the performance management process and system.

6.3.4  Establish a framework for linking reward to performance.

6.3.5  Ensure performance management system is integrated with the overall organisation management system.

6.3.6  Ensure the performance management system has  a mechanism for dealing with under-performance.

6.3.7  Establish a performance driven culture focusing on outputs and targets.

6.3.8  Evaluate the effectiveness of the performance management system.

6.4  NOTES

Performance management is a line management responsibility, supported by HR through providing processes, procedures and systems.

This standard element should be read and applied by taking cognisance of all the other standard elements, but with a particular focus on strategic HR management, talent management, HR risk management, learning and development, organisation development, HR service delivery and HR measurement.

HR Competency Model: HR practitioners must be able to play an appropriate role in the following outputs:

  • Performance management strategy, policy and processes
  • Setting of performance standards and assessment of performance
  • Performance improvement

HR Standard Element 5: LEARNING AND DEVELOPMENT

5.1.  D E F I N I T I O N

Learning and development is the practice of providing occupationally directed and other learning activities that enable and enhance the knowledge, practical skills and work place experience and behaviour of individuals and teams based on current and future occupational requirements for optimal organisational performance and sustainability.

5.2  OBJECTIVES

5.2.1  To enhance human performance in relation to organisational objectives.

5.2.2  To align learning and development plans to organisational strategy.

5.2.3  To create an occupationally competent and engaged workforce which builds organisational capability in line with the objectives of the organisation.

5.2.4  To create a learning environment that enables optimal learning and growth.

5.2.5  To develop a culture that enables individual and team competency development in achieving organisational objectives.

5.2.6  To position learning and development as a catalyst for continuous improvement, change and innovation.

5.2.7  To evaluate the impact of learning and development interventions at an individual, team and organisational level.

5.3  IMPLEMENTATION

5.3.1  Formulate a learning and development strategy for an organisation.

5.3.2  Align learning and development strategy with organisational goals and culture.

5.3.3  Ensure all learning and development activities conform to appropriate quality and compliance requirements and competency models.

5.3.4  Identify, select and implement the appropriate learning and development interventions according to the identified organisational need.

5.3.5  Ensure the design and provision of learning and development interventions are appropriate and integrated.

5.3.6  Leverage the utilisation of appropriate online technologies to accelerate learning capacity and capability.

5.3.7  Evaluate the impact of learning and development to assess quality, impact and alignment.

5.4  NOTES

This standard element should be read and applied by taking cognisance of all the other standard elements, but with a particular focus on strategic HR management, talent management, organisation development, performance management and HR measurement.

HR Competency Model: HR practitioners must be able to play an appropriate role in the following outputs:

  • HRD strategy and planning
  • Competency modeling and competency assessment
  • Training logistics and administration
  • Training needs analysis
  • Management of learning providers
  • Design and delivery of development activities
  • Evaluation of L&D interventions
  • Coaching and mentoring
  • Induction/orientation
  • Individual Development Plans (IDPs) and Career Management
  • Knowledge Management

HR Standard Element 4: WORKFORCE PLANNING

4.1  D E F I N I T I O N

Workforce planning is the systematic identification and analysis of organisational workforce needs culminating in a workforce plan to ensure sustainable organisational capability in pursuit of the achievement of its strategic and operational objectives.

4.2  OBJECTIVES

4.2.1  To design a strategic workforce plan meeting the needs of the organisation.

4.2.2  To align the workforce planning cycle with the strategic planning cycle of the organisation.

4.2.3  To evaluate and review workforce and labour market trends in relation to your industry sector.

4.2.4  To ensure appropriate budgeting or cost modelling to execute the workforce plan.

4.2.5  To manage the supply of appropriately qualified people to ensure an adequate pipeline  of appropriately qualified staff.

4.3  IMPLEMENTATION

4.3.1  Conduct skills gap analysis in conjunction with the development of organisational objectives.

4.3.2  Decide on appropriate sourcing models either internally or externally to sustain organisational performance (e.g. outsourcing, joint ventures, co-sourcing, partnerships).

4.3.3  Align workforce plan with employment value proposition and branding.

4.3.4  Translate the strategic workforce plan into operational capability.

4.3.5  Plan and implement enabling interventions to achieve your workforce plan (e.g. recruitment and selection, succession planning).

4.3.6  Develop career planning processes and programmes.

4.3.7  Assess the impact of workforce strategy and planning on achieving organisational objectives.

4.4  NOTES

This standard element should be read and applied by taking cognisance of all the other standard elements, but with a particular focus on strategic HR management, talent management, organisation development and HR measurement.

HR Competency Model: HR practitioners must be able to play an appropriate role in the following outputs:

  • Workforce planning and modeling
  • Job analysis and design
  • Assessment and selection
  • Local and international transfers
  • Terminations