HR Excellence in the Eastern Cape - SABPP

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SABPP EVENT PAPERHR EXCELLENCE IN EASTERN CAPEThe public and private sectors are interconnected and must each perform andeach contribute to the otherCathy gave an example of the PESTEL environmental strategic scan, using issues from local headlines inthe recent past:PoliticalEconomicSocialTechnologicalEnvironmentalLegalMunicipal disputes, corruption, party electionsUnemployment, cost and availability of energy, roads infrastructure, municipalaudits, poor service deliveryUrbanisation, foreign expatriates, education, mentally disabled services, healthservices, less crime, not an aspirant locationElectronics skills needed for production operators, E Cape last on infrastructureprojects list, Generation Y expectationsDrought, floods, water shortages, emissions legislationNational laws on contract labour, municipal regulationsTonny, in introducing the group discussion session, quoted Nelson Mandela that the future of South Africawill be determined largely by its human education and development. He noted that there is currently aproblem of disengagement – people are not seeing interconnections and how each person mustcontribute.Paul pointed out that “a central leadership role must be assumed by organisations with the potential toserve as catalysts for institutional and policy changes”. These should include local government;universities; business chambers and other business organisations; Coega Development Corporation; andprofessional bodies such as the SABPP.HR competency, leadership and passion are critical to organisation performanceMarius talked in his presentation about the need for HR standards. Other professions have standardisedways of doing things, all companies have to report their financials in a standardised way, so why is HRdone so differently in each company? The SABPP will be launching a set of HR standards for South Africaso serve as a basis for improving people management practices, to enable value to be added to businessesin a standardised way. He also showed how, although organisations are ready for disasters such as floodand earthquake, they are not ready to cope with human capital risk, which is in fact the biggest risk thatorganisations, whether private or public sector, face.. His research has shown that HR, in particulartraining and development, is a scarce skill.Cathy said that achieving Excellence has to start with believing that you can do it, Excellence is a virtue, itcomes from the soul. HR Excellence is based on principles, systems, tools and metrics, is concerned withaction, the customer and innovation, and is about people, simplicity and being hands on. SABCO followsSABPP © 2012 www.sabpp.co.za6
SABPP EVENT PAPERHR EXCELLENCE IN EASTERN CAPEthe Dave Ulrich approach and Cathy described the outside-in concept, stating that the value that HR candeliver is defined by the receiver, not by HR, but that HR has to influence others to learn to define whatthey need. She described how so much of the HR work is unseen and unappreciated (until something goeswrong) – on payroll and building good IR, no-one wants to know. This means that HR people need to havea community of their own, a safe place to support each other. SABCO’s HR function has developed itsown blueprint of how to be perceived as adding value – this involves:Connecting to the line manager. This does not mean one meeting, it means building a relationshipto understand the manager, what he values, what he has to deliver, and how he wants to workwith HR (some managers want a close relationship, others don’t).Structure HR to deliver. Fill HR vacancies first, not last, because if HR doesn’t have the rightresources, it cannot deliver.Talk to colleagues, find out what the issues in the workplace are.Deliver on their agenda, don’t use your HR agenda, and HR speak.If you do all this, your agenda will happen.Keep it simple (managers want to “read it and run with it”)Repeat for success and sustainability – focus, don’t have too many ideas at once, leave a legacyfor the next incumbent to build on.She said that HR needs to sit next to the CEO, to influence the quality of leadership, have a say in who getspromoted so that the ROI on leadership development is maximized. HR’s own leadership, image andpresence is critical, you must have legitimacy when you have the seat in the right place, you must beallowed to step into your colleagues’ spaces, interacting with them on their agenda.Zomvu noted that the HR function at CDC has become more aligned recently to the business strategy andfocuses more on the organisation’s business objectives. He said that the HR function was the custodian ofCDC values.Mzwandile described the HR function as a service and staff function in that people management must beperformed by all managers, whilst the role of HR is policy initiation and development, advice, service andcontrol – ensuring impartiality, fairness and consistency.Marius described how the SABPP has drawn on many years of research around HR roles and competenciesto come up, together with thinking partners such as Nedbank, Sasol and SAB, with a modern, integratedcompetency model that can be used for the whole profession. Although further consultation and moredetailed development still remains to be done, this new model will give the basis for more focused skillsdevelopment and continuing professional development, as well as guiding universities in producing wellskilled HR graduates. Jonathan Jansen was quoted as saying “make competence a respectable wordagain”, and this must apply to HR. When the SABPP certifies an HR professional, organisations shouldknow what they are going to get.The model is reproduced below.SABPP © 2012 www.sabpp.co.za7
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HR Excellence in the Eastern Cape - SABPP

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