HR Excellence in the Eastern Cape - SABPP

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