DRAFT HR PROFESSIONAL PRACTICE STANDARDS 1 July 2014

These Professional Practice Standards are copyrighted to the SA Board for People Practices (SABPP). Copying and distributing these draft standards for the purpose of comments is encouraged, but for any other use is prohibited. Full acknowledgement of the SABPP must be made when quoting from or referring to these Professional Practice Standards.

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CONTENTS

INTRODUCTION ............................................................................................................................................. 3 ABSENTEEISM MANAGEMENT ...................................................................................................................... 4 CAREER MANAGEMENT ................................................................................................................................ 7 COACHING AND MENTORING ....................................................................................................................... 9 COLLECTIVE BARGAINING ........................................................................................................................... 12 DISCIPLINARY PROCEDURE ......................................................................................................................... 16 DISPUTE RESOLUTION ................................................................................................................................. 20 EMPLOYMENT EQUITY AND DIVERSITY (INCLUSION) MANAGEMENT ....................................................... 22 GRIEVANCE PROCEDURE............................................................................................................................. 26 LEADERSHIP DEVELOPMENT ....................................................................................................................... 29 LEARNING DESIGN ...................................................................................................................................... 31 LEARNING EVALUATION.............................................................................................................................. 35 LEARNING NEEDS ANALYSIS ........................................................................................................................ 37 ON-BOARDING (INDUCTION/ORIENTATION) .............................................................................................. 39 ORGANISATION DESIGN .............................................................................................................................. 42 PERFORMANCE APPRAISALS ....................................................................................................................... 45 RECRUITMENT............................................................................................................................................. 47 REMUNERATION BENCHMARKING ............................................................................................................. 50 SELECTION ................................................................................................................................................... 53 SUCCESSION PLANNING .............................................................................................................................. 56 ACKNOWLEDGEMENTS ............................................................................................................................... 58

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INTRODUCTION What are HR Professional Practice Standards? The 2014 HR Professional Practice Standards (PPS) set out the operational/tactical processes that constitute good practice in each topic. The Practice Standards give expression to practical issues in more detail than can be covered in the main HRM System Standard and its 13 elements developed in 2013.

How were they developed? The PPS were developed in a collaborative working session attended by 73 HR practitioners from all types of sectors and organisations, held on 14th May 2014 at the Silverstar Complex in Mogale City, Gauteng. The consultation process is now under way whereby the work done on 14th May is distributed widely within the HR community to obtain feedback and suggestions. These will be incorporated into the PPS to be launched on 28th August 2014 at the 2nd HR Standards Summit.

Will they be audited? The PPS can be audited on request by organisations.

Will there be any more? Other Professional Practice Standards will be developed through consultative processes and issued in regular updates to the manual.

Please join us on 28 August for the launch of the HR Professional Practice Standards at Sandton Convention Centre (download programme from www.sabpp.co.za). For daily updates on the National HR Standards Initiative, follow SABPP on twitter @SABPP1 or the SABPP blog www.hrtoday.me For a meeting with the SABPP CEO, Marius Meyer, please book an appointment on [email protected] Comments about the draft standards can be send to Penny Abbott on [email protected] by 22 July to enable us to present the South African HR community with the final standards on 28 August 2014. We thank the HR professional community for their inputs and continued support.

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ABSENTEEISM MANAGEMENT Where does Absenteeism fit into the HRM System? Absenteeism Management forms part of Employment Relations Management because absenteeism is a breach of organisation rules which needs to be corrected. Absenteeism can also be a manifestation of lack of engagement, a wellness problem or resulting from an unresolved grievance and therefore touches upon other parts of the HRM System.

Definition: Absenteeism is the failure to report for work when expected to do so. Absenteeism may be legitimate when the reason for absence is explained and duly proven to the satisfaction of management (for example, sickness supported by a legitimate medical certificate). Absenteeism may also include repeated late-coming to work and abuse of employer’s time through extended absence from the workstation or extended/repeated attention to private affairs during work time. Absenteeism management is a set of activities through which the organisation seeks to prevent, reduce or mitigate the negative effects of absenteeism.

What are the fundamental requirements for good absenteeism practices? 1. Take notice of every case of absenteeism but do not treat as a problem unless or until the absenteeism is repeated and takes on a pattern (such as Mondays/Fridays, always two days without a sick certificate). 2. Line managers should manage the attendance of their subordinates. HR can support line managers by keeping records and producing reports which show the incidence and patterns of absenteeism. Records and analyses should differentiate between sickness and non-sick absenteeism. 3. Absenteeism cannot be managed unless adequate time and attendance recording systems exist and are used. 4. Line managers should speak to the employee on his/her return from work after every single case of absenteeism to ascertain the cause and make the point that his/her absence was noted and what effect this had on the work of the organisation. 5. The organisation should set out very clear rules such as when sick certificates must be produced, what type of sick certificates will be acceptable/not acceptable, what to do when family or personal problems mean an employee will be late or not able to come to work. Such rules should always include putting the onus on the employee to contact the employer either personally or through a third party as soon as possible to explain the absence. © SABPP 2014 HR Professional Practice Standards

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What does a good absenteeism management process look like?

IMPORTANT ELEMENTS 1) 2) 3) 4) 5)

6) 7)

8)

Include into on-boarding/induction programme the importance of good attendance on the work of the organisation and how the organisation manages absenteeism. Managers should be held accountable and take ownership for attendance management. There should be a clear and expedited process for incapacity management. Training programme for supervisors/managers on managing all types of absenteeism. Monthly reporting on all cost implications of all types of absenteeism and risks associated with this. Reports tabled at social and ethics committee and other appropriate corporate governance structure. Analyse differences between departments/functions/sites. Benchmark with similar organisations. Ensure that wellness and appropriate employee awareness programmes are in place and communicated to all employees. Ensure that stress levels are monitored. Consider building in flexibility to attendance requirements to assist employees who have urgent personal business to attend to:  Leave management: 2 hours leave recorded and not just half/full day  Hours of work: work from home, shifts Monitor the workplace environment for factors which might impact sickness levels:

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9)

 Safety factors  Recreational facilities  Preventative measures (H&S)  Management lead by example  Identify risks in the workplace Recruitment: appoint the right person, pre-employment medical screening.

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CAREER MANAGEMENT Where does Career Management fit into the HRM System? Career Management is one component of a Talent Management system, alongside job profiling, skills audits, succession planning, development plans, talent reviews and a communication strategy.

Definition:

The structured process through which individual employees and the organisation work together to achieve a best fit or match of the employees’ own career planning and self-development to the development of the organisation.

What are the fundamental requirements for good career management practice? 1. Employees, regardless of whether they are regarded as having potential to advance, should be given information and advice to help them make their own career decisions. 2. The organisation should give employees clear information on what the future might look like in terms of job opportunities. 3. The organisation will derive most long term benefits in terms of employee engagement if the following principles are adhered to: a. Career management should never be about “handcuffing” an employee to the organisation – training and development should assist employees to become more generally employable as well as being highly specialist in the organisation’s own processes. b. Employees’ career decisions should be respected even if these decisions are not in accordance with the organisation’s succession plan. Career counselling advice should aim to assist employees to make realistic decisions about their own future. 4. Good career decisions on the part of both employees and the organisation will be assisted if the following are in place: a. Clear and well communicated career management philosophy, policy, processes and resources; b. Accurate and up to date employee data on qualifications and skills; c. Up to date and accurate job profiling;

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d. Competency models and illustrative career paths through the organisation, allowing for flexibility; e. Development processes which are lived, not just espoused (for example, individual development plans which are committed to and implemented; coaching/mentoring/role modelling by managers and subject matter experts; opportunities to improve qualifications); f. Talent management processes which are visible and transparent so that employees know exactly where they stand (this incorporates performance management, talent review and succession planning processes); g. Systematic skills development processes which are widely available and consistently offered ; h. Employee participation processes such as job evaluation committees, skills development committees, employment equity committees; i. An organisation culture which supports honest career conversations between employees, managers and HR staff. 5. Human capital reports should include reports designed to show how individuals are progressing through the organisation (for example, promotion ratios and rates).

What should the process look like?

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COACHING AND MENTORING Where do Coaching and Mentoring fit into the HRM System? Coaching and Mentoring are developmental methods that fall into the Learning and Development element of the HR Value Chain. They are often used particularly in Talent Management programmes.

Definition: (Note: there are literally hundreds of definitions of coaching and mentoring, and many of these contradict each other. For the purposes of this HR Professional Practice Standard, the following definitions have been adopted.)

Coaching is a professional relationship where a person with specific knowledge and/or skills (coach) assists another (coachee) to develop more knowledge or skills as defined in coaching goals defined up front. Coaching may be done within a supervisor/subordinate relationship or in a third party subject matter expert relationship. Mentoring is a professional relationship where an experienced person (mentor) assists another (mentee) to achieve personal and professional growth, maximising potential and improving performance.

It is a mutually agreed-to relationship outside the supervisor/subordinate

relationship and is maintained through mutual trust and respect. It usually lasts for a minimum period of one year, but may become long term. In essence, mentoring is relational while coaching is functional. A coach may be internal or external to the organisation, while a mentor is typically internal.

What are the fundamental requirements for good coaching and mentoring practices? 1. 2.

Both coaching and mentoring are more effective if positioned as developmental in nature rather than for correcting performance deficiencies. Both coaching and mentoring should take place within a defined organisational programme with specific business objectives, supported by policies and procedures on issues such as, for example, who qualifies for coaching and/or mentoring; which budget is used if external coaches are used; who decides on suitable coaches and mentors; who chooses the specific coach or mentor.

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3. 4. 5. 6. 7. 8.

Confidentiality of the content of coaching and mentoring sessions should always be assured. Feedback to sponsors should be on progress against defined goals. Goals/outcomes and duration should be agreed up front for each relationship. All coaching and mentoring should be monitored to identify relationship problems and intervene where necessary and progress should be measured. Coaching and mentoring programmes should be managed by staff who are qualified to do so. Participation in coaching and mentoring activities should be voluntary for both coaches/mentors and coachees/mentees. Coaches/mentors and coachees/mentees should be equipped with skills and resources to support effective coaching and mentoring.

What should the process look like?

4 THINGS TO CONSIDER BEFORE MENTORING STARTS: 1) 2) 3) 4)

Shared interests, identify the strengths of the mentor Core business or reason for mentoring Communication preferences Resources available to assist mentor (if needed)

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MENTORING GUIDELINES:                 

Has to be spontaneous and voluntary Organisation / environment should be conducive for mentoring relationships Split goals between general and specific Set up schedules and timelines for expectations and goals Consider benchmarking with other mentors Set up a mentor contract for interaction Mutual respect for each other’s time and ideas Identify achievements and acknowledge them Increase motivation where and when needed Provide objective feedback Pinpoint problems early Constantly refer back to the required milestones Good quality relationship is crucial Sufficient and frequent contact is NB Emotional closeness (openness) is crucial Evaluate outcomes and process regularly Add new goals or revise when needed.

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COLLECTIVE BARGAINING Where does Collective Bargaining fit into the HRM System? Collective Bargaining is a process within the Employment Relations Management element.

Definition:

A dynamic process between employers and organised labour in which wages and other substantive conditions of employment are negotiated, resulting in collective bargaining agreements that are valid for a specified time period.

What are the fundamental requirements for good collective bargaining practices? 1.

2. 3. 4. 5.

Collective bargaining should rest on acceptance by management that trade unions can be a constructive stakeholder in the organisation, and acceptance by trade unions that the organisation needs to achieve its strategic objectives. A good knowledge of the labour relations legislation and politico-social environment is critical to ensure that collective bargaining processes recognise these realities. All participants in collective bargaining should be well trained. Collective bargaining processes need clear frameworks and rules, therefore the recognition and procedural agreement is a critical first step in the relationship between employer and trade union. Collective bargaining should function on the basis of accurate and complete information shared by both parties.

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What is the general process of collective bargaining?

RECOGNITION AND PROCEDURAL AGREEMENT Negotiate a Recognition and Procedural Agreement with sufficiently representative union(s). CHECKLIST 

 

 

Contains area and scope of application which encompasses the organisational rights conferred by the Agreement. These rights should be linked to thresholds whereby additional rights are conferred Trade unions should be encouraged to act jointly in order to agree on common demands and negotiating positions Reference should be made to Freedom of Association as well as non-victimisation, noninterference, lack of intimidation and a commitment to follow the employer’s Disciplinary and Grievance processes Needs to be an undertaking to comply with all existing valid collective agreements between the parties Level of bargaining to be defined and issues to be negotiated at each level defined (for example: industry/company level and if 2 tier bargaining, how this will be framed)

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











The composition of the Bargaining Forum from both management and labour to be agreed, including the protocols to apply within the forum (for example, communication channels, where demands must be addressed e.g. no working hours will be discussed at central level) Bargaining processes should be defined and may include: o Method of submissions o Time frames for submissions o Response times o Travel and accommodation arrangements during negotiations Organisational rights should cover the following (think practical and detail) o Access to premises o Union facilities (phone, fax, offices, meeting rooms, flip charts, notice boards, allocated offices, stop order facilities and their payment process) o Process and protocols for operational meetings o Disclosure of company information rights taking legislation into account (Companies Act/PFMA; Constitution; POPI, LRA S. 16) o Recognition of elected shop stewards o Mass meetings with members and time allowed o Rights and duties of shop stewards (role profile, job description for full time shop stewards) and list of prohibited actions o Termination of recognition of shop stewards In order to cultivate a relationship of trust and collaboration between the parties and in an endeavour to find timeous solutions to resolving disputes, provision may be made for internal dispute resolution meeting(s) with time frames before referral to a 3rd party An Industrial Action Procedure o Commitment that parties meet urgently to ascertain reasons for the action and commit to resolving issues at a level as close to the workplace as possible through dialogue while workers continue to work (i.e. no unprotected/illegal action) o Define a list of occupations providing essential services to the organisation (if relevant) who agree not to participate in industrial action, but continue to work. Examples could be medical services, water supply and purification, ventilation in mines and fire patrol/fighting o Include a peace obligation and picketing rules where relevant Commencement and termination of Agreement o Process for amendments o Giving and serving notices to parties.

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THE NEGOTIATING PROCESS         

Parties to submit demands and/or proposals within defined time frames Union demands to be assessed by Finance and Operations and proper costing of the impact done to determine current/future affordability against forecasted business performance Mandate and parameters for negotiations to be provided to management negotiating team by executive management / Board of Directors or shareholders as appropriate Part of mandate giving process should be a proper PESTLE analysis as well as a comprehensive enterprise risk management assessment Team requires proper negotiation skills training and an immersion in the mandate Appoint process custodian and lead negotiators Assign responsibilities to each member of the negotiating team Ensure negotiating team is multi-skilled and broadly representative of the business including operations, finance, HR etc. Ensure negotiations remain a flexible and dynamic process, avoiding the temptation to become rigid, positional.

DO’s Prepare well Expect the unexpected Take advice/guidance on board through caucuses and referral to people outside the process

DON’Ts Don’t come across as patronising, talking down to parties Don’t assume ignorance of the other party(ies) Don’t become dismissive or reject issues out of hand without proper application of the mind as to how the demand (or part thereof) can be accommodated

Test/check understanding of demands made Get to interests that lie behind stated positions Narrow the issues Reach agreement on as many small wins to build on success Take time to review and reconvene to get to workable solutions

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DISCIPLINARY PROCEDURE Where does a Disciplinary Procedure fit into the HRM System? Disciplinary procedures form an essential part of Employment Relations Management, being an essential twin process to grievance procedures.

Definition:

The effective management of infringements of organisation policies, rules and procedures through a defined, regulated process which results in appropriate sanctions or alternative outcomes and is accepted as fair and ethical by all parties to the process.

What are the fundamental requirements for good disciplinary practices? 1.

2.

3.

4. 5.

All managers and employees must believe that discipline is consistent and advances the achievement of organisational objectives in a way which balances employees’ rights to fair treatment with the organisation’s need to have rules adhered to. Discipline should be aimed at correction and not punishment. Therefore: a. All parties must be very clear on what the rules are and when a breach has occurred; b. Minor breaches should never be ignored but should preferably be dealt with informally; c. A clear progression of formality and sanction should be in place to deal with increasing seriousness of breaches of the rules. Discipline is a line management responsibility and should not be abrogated to the HR or legal department. The role of the HR/legal department is to support line managers through provision of process, training and advice. Careful investigation of every alleged breach of the rules should be conducted so that all known facts can be established before a decision is made on how formal/informal the process should be. The extensive legal requirements around disciplinary handling must be adhered to, but this does not necessarily mean that disciplinary process should be over-legalised. The absolute basics are: a. The employee must know with what he/she is being charged; b. The employee must have the right to be heard, which includes the right to question evidence brought by the organisation and to put forward his/her own side of the story;

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c. The employee has the right to be represented by another employee or employee representative; d. The person hearing the case must be impartial and listen to all sides; e. The organisation’s own internal processes must be adhered to; f. The organisation’s code and other precedents must be used when determining an appropriate sanction to ensure consistency.

What should the process look like?

CHECKLIST 1) Disciplinary Code/Policy/Procedure  Communicated - induction, intranet, notice boards etc  Accessible  New/revised: implementation, training, communication  Chairperson training 2) Process:  Report of alleged incident  Investigation (which will determine next step)  Counselling/informal/formal © SABPP 2014 HR Professional Practice Standards

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 Notification of hearing – forms; explain charges, rights 3) Monitoring:  Consistency/compliance/reporting/feedback 4) Administration:  Records  Trend analysis 5) Review of Code

STEP BY STEP i. ii.

iii.

iv. v. vi. vii.

Notice of alleged infringement Investigation: a. Interview witnesses b. Gather documents or other evidence c. Determine the merit of the allegation/breach or misconduct which results in either counselling/informal or formal process i. Counselling for minor infringement – discussion between manager and employee ii. Informal – no chairperson, discussion between manager and employee iii. Formal – with a chairperson and witnesses Issue notification of formal disciplinary hearing a. Describe the charges b. Advise employee of rights of: i. Representation ii. Interpreter iii. Witnesses iv. Present case v. Cross question evidence of employer vi. Date/time/venue of hearing vii. Provide relevant documents to allow for preparation viii. Sufficient time for preparation Appoint Chairperson (unbiased) Identify initiator (employer representative) Ensure employer witnesses are notified Hearing: a. Chairperson to explain charges/process/rights/roles b. Employer to present evidence to support charges c. Employee has right to cross question d. Chairperson to consider evidence to reach finding e. Ensure consistency of sanction through a “code” f. Outcome to be notified to employee

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viii. ix.

g. Employee notified of right to appeal h. Ensure proper records kept. Monitor to ensure consistency, that no unfair labour practice has occurred, identify trends/risks, and to prepare reporting Administration – records kept on personal file and HRIS

IMPORTANT ELEMENTS           

Corrective action of unacceptable behaviour Progressive approach Communicate what is acceptable/unacceptable behaviour Educate employees on responsibilities/work conduct/ethics Fair and consistent Timeous Procedurally and substantively fair Downward process (employer to employee) Different approach – informal/formal Statutory compliance No unfair labour practice

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DISPUTE RESOLUTION Where does Dispute Resolution fit into the HRM System? Dispute Resolution is part of the management of Employment Relations, but applies to many other areas of the HRM system because disputes can arise from many sources including, for example, remuneration, incapacity management (wellness) and performance management.

Definition:

A process whereby parties who have reached an impasse in their dialogue, consultations or negotiations, decide to pursue certain options such as power play, conciliation, mediation or arbitration in order to achieve their desired outcomes.

What are the fundamental requirements for good dispute resolution practices? 1. Do not allow a situation where disputes are regarded as the normal course of events. Take proactive measures to prevent all forms of dispute in the first place. 2. Share/disclose information on an on-going basis e.g. business results, superordinate goals, strategic objectives, thereby making organisation more transparent and building trust. 3. Embark on relationship building exercises on on-going basis – don’t wait for a dispute. 4. Educate and train all levels of management and first line supervisor in conflict management. 5. Communicate the channels whereby disputes may be resolved. 6. Establish and maintain internal dispute resolution procedures to be followed before external referral to Alternative Dispute Resolution, CCMA etc. 7. Determine the terms of reference of each dispute and narrow the issues

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What does a normal dispute resolution process look like?

DISPUTE RESOLUTION PROCESS (in the context of collective bargaining)

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Hold meetings between parties to exchange documentation that will be relied upon in each case Allow for at least 2 meetings to endeavour to settle Enter documentation into record for 3rd party mediation, conciliation or arbitration/adjudication, as appropriate Prepare witnesses or team that will participate in dispute resolution process – ensure they understand their roles Participate in the process with an open mind Be prepared to amend/alter original position once in the process Constantly provide feedback and gain new perspectives in developments from principal mandate givers Make concession where possible. Demonstrate flexibility to move even within constraints Allow facilitator to guide the process without relinquishing ownership of the outcome If resolved, take joint responsibility for communicating outcome to stakeholders Reinforce the outcome through expedited implementation

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EMPLOYMENT EQUITY AND DIVERSITY (INCLUSION) MANAGEMENT Where do Employment Equity and Diversity Management fit into the HRM System? Employment Equity Management and Diversity Management permeate throughout the HRM System. Achievement of employment equity informs the organisational and HR strategies, gives direction to Talent Management and Workforce Planning, constitutes one of the risks to be managed in HR Risk Management and requires the application of good practice throughout the HR Value Chain. True employment equity cannot be achieved without good diversity management practices.

Definition: The systematic application of HR Management processes towards attaining and retaining a state of employment equity whilst developing a competent workforce to achieve social justice and organisational objectives in an organisation where diverse employees are highly engaged because they feel valued, respected, supported and treated as insiders within the organisation. A state of employment equity has been reached when all previously disadvantaged groups are equitably represented in all occupational categories and levels in the workforce sustainably over time.

What are the fundamental requirements for good EE and diversity/inclusion practices? 1. 2.

3.

4. 5.

Top management should lead, direct, visibly support and role model the policies, practices and behaviours required to achieve EE and inclusion. EE progress often entails making difficult choices which should be clearly identified and analysed and conscious decisions made, and these decisions should then be clearly communicated to everyone in the organisation. Responsibility for EE should be shared between line management (which is accountable to stakeholders for EE progress) and HR (which should support line management with good policies, practices and development). EE is a key organisational strategy and should therefore be appropriately catered for in performance management and remuneration practices. Achievement of EE, particularly at the skilled, professional and management levels, requires careful analysis and planning and the adoption of a long term planning and implementation approach which builds appropriate pipelines.

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6.

7.

Internal barriers to EE progress often include that diversity/inclusion practices are insincere or inadequate. The Code of Good Practice requirements to conduct analyses of barriers and enablers should be implemented in a manner appropriate to the organisation. HR leaders in the organisation should ensure that awareness levels around diversity/inclusion issues are high and that real conversations take place about problems and solutions.

Employment Equity and Diversity/Inclusion Management strategy:

Step by step approach: 1. ANALYSIS Internal:     

Current workforce vs desired Policy Framework Organisational culture and climate Diversity competence Governance structure

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 Legislative compliance  Supply and demand  Scarcity/availability of sills Outcome:

Identification of Gap

2. PLANNING Develop a responsive workforce at all levels. 2.1

Talent Management  Recruitment and selection – internal and external  Learning and Development  Retention  Remuneration and benefits  Promotion/succession planning  On-boarding  Performance Management 2.2 Organisational climate  Culture change strategy/management  Leadership accountability and buy in  Set up governance structures i.e. consultative committees  Develop communication strategy  Diversity awareness and diversity management interventions 2.3 Develop policy framework/alignment 2.4 Mobilise resources and capacity to implement the plan  Budget  People  Processes and systems 3. IMPLEMENT, MONITOR AND EVALUATE  Ensure that the EE strategy /plan is integrated and aligned to HR strategy and legislative requirements  Develop regular reporting mechanisms to keep key stakeholders engaged  Implement surveys (employee engagement) to measure and monitor the progress with respect to inclusive organisational culture  Ensure that the implementation of the EE strategy/plan is aligned to policy.

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5. DIVERSITY MANAGEMENT  on-boarding/induction  employee engagement platforms  team building and workshops 6. INCLUSION  Ensuring an inclusive and empowering work environment.

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GRIEVANCE PROCEDURE Where does a Grievance Procedure fit into the HRM System? Grievance procedures form an essential part of Employment Relations Management, being an essential twin process to disciplinary procedures.

Definition:

The effective management of employee concerns through a defined and regulated communication process to address and resolve all matters raised in a dignified, profession and ethical manner to ensure a common understanding, harmonious outcome and work environment supporting high levels of performance, morale and work attendance.

What are the fundamental requirements for good grievance handling practices? 1.

2. 3. 4.

All employees and employee representatives must believe that the process will pay attention to their concerns timeously and will result in an outcome they accept as fair. In order to achieve this, the organisation should have a clear and well communicated policy and process; management should believe that the process is necessary and productive and act accordingly; managers and employee representatives should be trained in conflict resolution and grievance handling; and there should be effective protection of employees against victimisation for raising a grievance. Grievances should be handled as close to the point of origin as possible. Escalation to higher levels should only occur if the grievance cannot be resolved at a lower level. Employees’ rights and privileges should be clearly set out in organisation communications so that employees can identify valid grievances where these rights and privileges have been breached. Grievances should be carefully investigated to bring all relevant facts to light before resolution can be attempted.

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What should the process look like?

CHECKLIST 1) Policy       

Communication: induction; intranet; union meetings; notice board Accessible Consult with union/employees on development Train managers Compliant with legislation Frequency of review On-going: o Train new managers o Review and update policy o Reinforce

2) Process  Implementation  Guidelines (steps/phases)  Forms  Monitoring – compliance, effectiveness  Reporting – resolved, feedback, HRIS  Evaluation 3) Administration © SABPP 2014 HR Professional Practice Standards

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  

Training Record-keeping – files, system Monitoring – compliance

STEP BY STEP: i. ii. iii. iv. v. vi. vii. viii. ix.

Employee raises grievance to superior (through documents/union/individual) Employee stipulates desired outcome Organisation investigates complaint (finds witnesses etc.) Hold hearing with all relevant parties (employee, manager, employee representatives, HR/independent chair) Grievance must be dealt with timeously (within time lines) Employee can escalate to next level if not satisfied with outcome Record process and provide feedback/outcome etc. Ensure records/documents placed on personal file (HRIS for management reporting) Monitor process, provide guidance to ensure fairness, compliance etc.

IMPORTANT ELEMENTS:                   

Joint process and solution Consensus outcome Unbiased No victimisation Highlight issues of concern (platform) Key communication channel Integrity/ethical/without bias/confidential Create harmonious environment Fair/consistent approach Management/employee commitment to resolve Build trust Decrease poor performance/absenteeism/poor morale Fair and stable work environment Adherence to policies and procedures Cultural differences Understanding of policies and procedures Decrease future similar incidents – learning loop Internal process Prompt resolution and reporting

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LEADERSHIP DEVELOPMENT Where does Leadership Development fit into the HRM System? Leadership Development processes are informed by the Talent Management Strategy and form an important Talent Management Intervention. Leadership Development is a special form of Learning and Development and is a critical success factor to effective processes along the HR Value Chain including Performance Management, Remuneration and Recognition Management, Employment Relations Management and Wellness Management.

Definition: A structured and facilitated process to grow leaders and those identified as potential leaders in their ability to unlock potential in themselves, in others and through others.

What are the fundamental requirements for good leadership development practice? 1. The organisation should have a clear idea of what constitutes good leadership in that particular organisation and should develop a leadership competency model comprising several relevant dimensions to express that idea. 2. Development of an individual’s leadership potential is specific to that individual, so leadership development practices should take into account personal preferences, styles, needs and circumstances.

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What does a good leadership develop process look like?

CHECKLIST Is there a:

   

Leadership development strategy

Leadership development process Defined competencies, qualifications, functional ability Identification of o Who – current and potential leaders o Career path, succession planning and career planning o Assessment of as is vs to be and gaps o Profiling o Individual and team/division/department/area effectiveness

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Differentiation of academic programmes and personal leadership effectiveness development (internal and external)

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Communication intervention process (awareness) Feedback and review processes

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LEARNING DESIGN Where does Learning Design fit into the HRM System? Learning Design is part of the Learning and Development element of the HRM System.

Definition:

The practice guiding the design and development of learning solutions that lead to improved workplace performance.

What are the fundamental requirements for good learning design practices? 1. Learning design should be based on good adult learning theory and is therefore a practice for a trained professional. 2. Advances in technology are contributing to major advances in the effectiveness of delivery of learning and learning design and therefore design of any learning intervention should consider how best technology can support the desired learning outcome. 3. Learning design should always be outcomes based and the outcomes are defined through the learning needs analysis process. 4. Learning solutions go beyond formal training and proposals on learning solutions should consider other alternatives. 5. Learning design should specify how achievement of competency should be assessed.

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What should a good learning design process look like?

STEP BY STEP PROCESS 1) Receive Learning Solution Request (based on L&D plan or ad-hoc issues) Activity Confirm if there is an existing job-based learning path/curriculum that the solution could be incorporated into (national qualifications or company-based curriculum). If yes, update path. If no, construct path. Confirm if there are existing solutions: - No existing solution - Existing solution partially fulfils need - Existing solution completely fulfils need Inform client of existing solutions available

Deliverable Updated job-based learning path / curriculum

Gap analysis of learning solutions

2) Formulate the learning proposal

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Activity Formulate the draft proposal (including learning solution options, costing etc.) for partially fulfilling and non-existing solutions) Obtain sign-off by internal or external client

Deliverable Draft learning proposal Signed off document

3) Design the solution Activity Obtain input from subject matter experts in terms of job requirement, with specific reference to knowledge, practical skills and work exposure in order to fulfil the identified need Formulate the learning outcomes of each module e.g. Bloom Sequence the modules Align SAQA unit standards and outcomesbased qualifications to the identified module outcomes where applicable Formulate assessment criteria and align with learning outcomes Identify appropriate learning activities to address formulated learning outcomes, categorised into activities aiming at: - Sourcing and gaining information - Internalising information - Demonstrating mastery of information and learning Obtain sign-off

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Deliverable List of modules

Learning offering structure: Defined outcomes Sequenced learning solution SAQA aligned learning solutions (where applicable) Assessment document / Assessor guide

Designed solution

Signed-off design

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4) Development of the learning solution Activity Developer engages with subject matter expert in order to obtain current content Source additional content Develop the learning solution based on the signed-off methodology Incorporate comments obtained during regular feedback sessions with client regarding learning solutions Pilot the solution Obtain sign-off

Deliverable Database of content

Signed off learning solution

5) Hand over and implement the solution Activity Depending on organisation structure: Either: Hand over the learning solution to the client for implementation, including train the trainer (where applicable) Or: Inform client that solution is ready for implementation

Deliverable

Learning solution ready for implementation

6) Maintain the learning solution Activity Client informs developer of changes to be made to the solution e.g. process changes

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Deliverable Continuously improved solution

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LEARNING EVALUATION Where does Learning Evaluation fit into the HRM System? Learning Evaluation is part of the Learning and Development element of the HRM System.

Definition:

A continuous process to assess/measure the change/impact and quality of the learning interventions/learning experience, application of knowledge/skills and change in behaviour against specified outcomes/outputs.

What are the fundamental requirements for good learning evaluation practice? 1. The intended outcomes of the learning intervention must be specified right up front in both quantitative and qualitative terms. 2. Quantitative outcomes should enable a Return on Investment to be calculated. 3. Qualitative outcomes should enable a Return on Expectation to be calculated. 4. Learning evaluation should be conducted against those intended outcomes. 5. Whilst financial or productivity outcomes should be specified wherever possible, it is also acceptable to specify “soft” outcomes such as improved customer satisfaction (which should lead to a financial outcome, but appropriate measures may not be in place). 6. Learning evaluation should recognise the different levels of learning outcomes, as set out in for example Kirkpatrick’s levels of learning evaluation: participant reaction; learning achieved (posttest); change of behaviour achieved; business results achieved.

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What should a good learning evaluation process involve?

CHECKLIST PRE COURSE: 1) 2) 3) 4) 5) 6) 7)

Was a training needs analysis conducted? Did the design meet business and training needs? Were appropriate selection criteria set out for training participants? Were both pre- and post-assessments conducted (formative and summative)? Was there good communication pertaining to learning intervention (pre, during and after)? Were the logistics appropriate (venue, learning material, facilitation)? Was the training course properly planned?

COURSE ITSELF 8) 9) 10) 11)

Was the mode of training appropriate – effectiveness, logistics, suitability? Were selection criteria set out for service providers/facilitators? Was the facilitator evaluated and by whom? Was facilitator feedback / evaluation of trainees conducted?

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AFTER THE COURSE 12) 13) 14) 15) 16) 17)

Was stakeholder (direct supervisor/colleagues) feedback / evaluation of trainees (360) conducted? Has learner progress been evaluated – change / skills transfer, application (allowing for time lapse as appropriate)? What was spent vs the budget? Was the environment and learning support (e.g. technical application, coaching/mentoring) conducive to learning transfer to the job? Did the course meet legislative requirements – accreditation? Was the business impact of L&D evaluated?

LEARNING NEEDS ANALYSIS Where does Learning Needs Analysis fit into the HRM System? Learning Needs Analysis is an early step in the Learning and Development element of the HRM System. Through a thorough and accurate Learning Needs Analysis, learning and development funding can be directed towards organisational priorities.

Definition: The systematic process through which the strategic intent and plans of the organisation are translated into learning needs which describe the gap between present and desired future skills/competency/behaviour. The same process is also used to identify learning needs through the diagnosis of problems in the present functioning of the organisation. Learning and development plans are based on learning needs analyses and put together by selecting appropriate methods for achieving the required learning and development outcomes.

What are the fundamental requirements for good learning needs analysis practices?

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1. 2. 3.

4.

5.

6.

A partnership between the L&D specialist/HR practitioner, line management and employees is essential to collect the right information on which to base the learning needs analysis. Accurate and complete job profiling and competency modelling supports efficient and effective learning needs analysis. Not all organisational lack of performance issues are due to learning deficiencies or can be remedied by training/development, so the process must incorporate a diagnostic which eliminates non-training causes of the issue at hand. Learning needs can change as the organisation activities change, so the analysis should be reviewed and updated regularly and the process of compiling an analysis should be sufficiently flexible to accommodate unexpected changes. The analysis is conducted both upwards and downwards. The first starts with individual employees and is consolidated upwards so that common needs can be grouped together and the second starts with macro changes in the organisation and is translated downwards into individual training needs. L&D plans at the micro, medium and macro levels are then prepared. Information systems should be built to store and analyse data collected in the training needs analysis process as this is a data intensive exercise.

What should the learning needs analysis process look like?

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ON-BOARDING (INDUCTION/ORIENTATION) Where does On-boarding fit into the HRM System? On-boarding is an essential bridge between the selection/engagement process and the employee maintenance processes of Learning and Development, Performance Management, Reward Management, Employment Relations Management, Employee Wellness Management and Organisation Development.

Definition: The smooth introduction of newly employed or newly transferred employees to the philosophy, strategy, culture, physical and operating environment of the organisation; the facilitation of understanding of mutual expectations, company rules and regulations, employee responsibilities; and acclimatisation to the new working environment.

What are the fundamental requirements for good on-boarding practice? 1.

2. 3. 4. 5.

6. 7.

Some form of on-boarding should be in place for every employee who is new to the organisation or any part of it. To the extent appropriate, on-boarding should also be done for new contractors and temporary/fixed term employees. On-boarding should be taken seriously and accorded priority over operational requirements in the first days/hours of the employee’s worklife. On-boarding should be a planned process so that the new employee arrives to a ready-prepared workplace. On-boarding is a socialisation process and should therefore include a strong element of support in establishing social links with appropriate fellow employees. By the end of the planned on-boarding process, the new employee should be fully equipped to handle tasks expected in the normal job and to achieve performance targets within a specified time frame. Effective on-boarding requires a partnership approach between line management and HR. The effectiveness of on-boarding should be monitored, measured and analysed to enable continuous improvement.

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What should the process look like?

On-boarding process Pre-plan – what needs to be finalised before employee starts e.g. IT and work station, offer/employment letter, induction pack. 1.

General Orientation

      2.

Vision and mission History of organisation Values Corporate strategy Exco/senior management organogram

Labour relations – union or shop steward introduction HR Introduction  HR paperwork – e.g. contracts, signed documents. i. Benefits consultant to explain benefits  Policies and procedures

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   

3.

4.

Induction pack, including policies and procedures Salary and benefit administration Discussion of conditions of employment Introduction to different teams and the building/workplace e.g. Finance, Ops, HR & units Departmental Induction  Introduction to Head of Department  Manager to introduce to the team  Manager to provide equipment and work station  Manager to discuss expectations of the job and provide job description, organisations or committees as required  Orientation of immediate working environment eg. Bathrooms, kitchen and smoking areas Aftercare/evaluation  Follow up with manager and feedback to manager after 3 or 6 months  Follow up with colleagues  Candidate experience – a document where they can document or tell of their experience.

TIPS AND COMMENTS 1) On-boarding programme has to be formal and known. It needs to be clear on who, what, where and when. 2) All basics need to be ready and covered before the employee starts. 3) Information needs to be honest, reliable and easily understood. 4) A new employee deserved undivided attention. 5) First day: make it special, keep information simple and understandable.

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ORGANISATION DESIGN Where does Organisation Design fit into the HRM System? Organisation Design is a process necessary to fulfil the Workforce Planning element of the HRM System and also falls within the Organisation Development element.

Definition:

A planned and systematic approach to create organisational structure and individual jobs to support a high performance culture to enable the achievement of the organisation’s strategic objectives.

What are the fundamental requirements of good Organisation Design practice? 1. The organisation structure must follow the organisation strategy. 2. Specific organisation design principles should be considered and adopted as appropriate (for example, process-based organisation). 3. The organisation structure should be cost-effective and people-friendly. It should facilitate the free flow of information and production. 4. The organisation structure should be well documented and communicated. 5. Jobs should be designed to fulfil organisational requirements, taking into account where necessary the availability of skills. 6. Job design should minimise overlap between jobs but should support effective team work.

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What does a good Organisation Design process look like?

CHECKLIST 1)

2) 3) 4) 5)

6)

Strategy  Objectives  Vision, mission and values - culture  Drivers to support strategy  Enablers to support strategy Operating Model (aligned to strategy) Enterprise business plan Divisional business plan (aligned to strategy) Organisational structure a. Organisational design policy, framework, governance, legislation, processes and guidelines (toolkits and templates) b. Design principles – aligned to 1 – 4 above c. Approved organisation structure d. Staff establishment aligned with structure e. Approved implementation plan f. Identify critical success factors g. Risk management and mitigation Processes: a. Documented/review/revised b. Accessibility

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c. Service Level Agreements (to quantify effectiveness of processes) 7) Building blocks of Organisation Design a. Job analysis b. Job profiles c. Job evaluation (for grading) i. Grading outcome ii. Remuneration level 8) Funding – Input to Recruitment. Ensure aligned with job profiles 9) Performance Management – scorecard and PDP – link to L&D 10) L&D Correct structure aligned with Performance Management and Learning & Development will influence/impact individual and organisation behaviour, employee engagement, team function, organisation change, organisation culture, communications and productivity. Measured by: focus groups, metrics and climate surveys (how well are we doing, what needs to

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PERFORMANCE APPRAISALS (Unfortunately this group worked on the entire performance management system, which duplicated the work already done on the main HRMS Standard. For the purposes of the PPS therefore, I have just taken the sheet on Performance Appraisals)

Where Performance Appraisals fit into the HRM System? Performance Appraisals constitute the performance measurement and feedback part of the Performance Management system described in the HRM System Standard.

Definition:

The systematic process of consolidating measurements of actual performance of individuals against performance expectations, giving feedback to employees and reaching agreement on ratings of performance.

What are the fundamental requirements for good performance appraisal practice? (See also the Application Standard page 68) 1. Performance appraisals should be carefully positioned within other elements of the performance management system and should never take place in isolation of other parts of the system. 2. Aspects of performance that should be considered in the appraisal should include performance against targets/goals and also behavioural expectations such as organisational values. 3. The organisation’s process for conducting performance appraisals should be well communicated to all managers and employees. 4. Performance appraisals should be conducted individually and in private. 5. All managers should be trained in giving feedback and arriving at performance ratings based on observable evidence. 6. Performance appraisals should take place more than once a year. 7. The performance appraisal system should be simple, understandable and user-friendly to managers and employees. 8. Results of performance appraisals should be consolidated, audited and analysed to establish consistency across different parts of the organisation and consistency with business results. Strict confidentiality over performance appraisals should be maintained. 9. The performance appraisal process should incorporate appeals against performance ratings should the manager and employee not be able to reach agreement.

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10. The performance appraisal process should link to the learning and development process so that any performance gaps or opportunities identified during the performance appraisal are carried through into an individual development plan.

What should a basic performance appraisal process look like?

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RECRUITMENT Where does Recruitment fit into the HRM System? Recruitment fits into the Workplace Planning element as the workforce plan forms the framework within which a vacancy exists and is filled.

Definition:

The process of sourcing and screening suitable candidates for a position from within or outside the organisation.

What are the fundamental requirements for good recruitment practice? 1. Recruitment starts only when a budgeted vacancy exists and the decision has been made by line management to fill the vacancy. 2. A recruitment policy should be in place which indicates whether the general preference is internal or external recruitment, and which adheres to the Code of Good Practice on Employment Equity so that employment equity is advanced with each recruitment. 3. The recruitment specification should be drawn up to be non-exclusionary and directed towards both current and future needs of the organisation. 4. A defined and agreed step by step recruitment process should be in place which clearly defines the relative roles of HR and line management and the targeted time frames. 5. The recruitment process should consist of several distinct phases aimed at: a. Carefully defining the job requirements and probable recruitment profile; b. Attracting a wide and diverse pool of suitable applicants; c. Minimising the number of unsuitable applicants; d. Managing recruitment risk by careful screening using several methodologies chosen and based on identified risk factors specific to the vacant position; e. Presenting a short list of candidates all of whom meet minimum requirements. 6. Cost-effective and pro-active recruitment methods should be in place, including: a. Building a pool from employee referrals, unsuccessful candidates from previous recruitment exercises, employees, bursars, former or present contractors; b. On-line recruitment; c. Constant “talent scouting” by HR and line managers; d. Appropriate graduate recruitment programmes.

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7. Recruitment management systems should be in place to keep records of all applicants and their progress through the recruitment process, including the grounds for rejection. 8. Recruitment monitoring systems should include analysis of statistics such as applicant : position ratios; length of time to fill; cost per hire.

What should the process look like?

Recruitment step by step: 1.

Vacancy identified

 

Why does it exist? Can it be filled internally?

o Internal succession planning / talent management programme 2.

Seek approval

 3.

Is the vacancy within or over budget / in the manpower plan? Job profile

  

Does a profile exist or does one need to be created? If it exists, is it still valid? Define pre-requisites for the job:

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o Experience o Qualifications o Attributes 4.

External sourcing



Recruitment department / third party recruitment company

o Social media o Referrals o Advertising (seek approval for the compiled advert) o Headhunting 5.

6.

Pre-screening of applications received  CV’s  Salary information and expectations  Qualifications (certificates) Present pool of candidate who meet minimum requirements.

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REMUNERATION BENCHMARKING Where does Remuneration Benchmarking fit into the HRM System? Remuneration Benchmarking is part of Remuneration and Recognition Management. It provides the basis for comparison and establishment of external equity in remuneration.

Definition:

Benchmarking against a relevant industry/sector/geography in terms of pay and benefit practices using a reputable survey house ensuring that matching of jobs is done on job content not job title and matching reflects the size of job established through job evaluation.

What are the fundamental requirements of good remuneration benchmarking practice? 1. Benchmarking should be carried out through a third party survey organisation to ensure confidentiality and best practice. Direct comparisons of pay and benefits with other companies should only be done in a limited way for a specific purpose. 2. Participation in a remuneration survey is based on trust – you trust that other organisations are submitting accurate data and you commit to providing accurate data. 3. Job evaluation precedes benchmarking (matching). If you don’t do job evaluation, then the integrity of your data is compromised – affecting all the survey data and impacting other organisations. 4. The choice of survey organisation should be based on: a. Sufficient sample size within your industry/sector b. Survey participants with whom you wish to compare c. Validation processes they use (how they ensure the data is accurate) d. Methodology they use:  Own data in or out of sample  Minimum of 10 data points  What percentiles do they offer e. Technology platform – easiness to use and support; live or paper based f. How often do you use the information will determine if you use cheaper paper-base or live systems g. Participant consistency over survey periods © SABPP 2014 HR Professional Practice Standards

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h. Cost i. Whether you are looking for a primary survey or use of validation survey (2nd survey) j. Is the survey house’s representation of pay elements a reflection of your company’s pay structure k. Individual data (not averages for jobs) should be submitted 5. The choice of survey organisation should be approved by the Remuneration Governance structure. 6. Job Matching (Assume all jobs are evaluated) i. Match on job: content, qualifications/experience, organisation structure ii. Match on job size (70% fit is the global standard) iii. Don’t match the person iv. Involve line manager and HR (otherwise they don’t buy into the results) v. Pull in current pay data from payroll (aligned to survey data sheet headings/ template) 7. Analysing survey data i. Look at all anomalies, understand why the anomalies have arisen ii. Develop pay bands using data – align to company’s pay policy iii. Could use projected increases from the survey to get a mandate on annual increases from the relevant committee iv. If relevant, use the mandate for wage negotiations.

What should a remuneration benchmarking process look like?

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GENERAL ASSUMPTIONS 1.

2. 3. 4. 5.

There is a pay policy aligned to HR Strategy which is aligned to Business Strategy that will guide decision making on, for example, pay positioning (so that people understand pay positioning), pay above or below pay bands, performance linked pay (where applicable), differentiated/across the board increases. Job evaluation has determined the size of the jobs. Authority processes to approve anomalies are laid out. The process flow would then be: Reward policy & systems – job evaluation – benchmarking. From there, other items can follow in no particular sequence. Benefits can also be benchmarked in a similar process.

PAYROLL: 1. 2.

Payroll/HR data should be used to populate the relevant survey template. Payslips need to follow a standard (HR Technology should be specified to provide the following):  All earnings  All company contributions  All deductions (company and employee) per pay element  Year to date data  Leave balance



Sick leave balance in 3 year cycle (if not provided on-line to employee).

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SELECTION Where does Selection fit into the HRM System? Selection fits into the Workplace Planning element as the workforce plan forms the framework within which decisions are made on the most suitable candidate for a vacancy.

Definition: The process of deciding on the most suitable candidate for a position.

What are the fundamental requirements for good selection practice? 1. 2. 3. 4. 5. 6. 7.

Good selection rests on good recruitment practice. Selection should consists of several steps and involve several people so that the ultimate decision is made based on a consensus of views. Psychometric testing should be applicable to the position to be filled and must follow legal and good practice codes of relevant bodies (Health Professions Council and Department of Labour). Selection should always involve interviewing and all interviewers should be trained in good interview practice. If none of the candidates meets minimum requirements, the recruitment process should start again rather than appoint a poor candidate. Valid and objective reasons should be recorded for the selection or rejection of each candidate. Selection success should be measured through tracking performance of new/newly promoted employees and statistics should be analysed to identify improvement areas.

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What should the process look like?

Selection step by step: 1. 2. 3.

4.

5.

Provide preliminary short list to line manager Line manager decides who to interview. Define competency based selection tools if not already in existence  Pre-assessment tests (if applicable)  Competency based interview guides  Ensure line management is educated and competent in using these tools Decide on interview process, structure, format and number of interviews  More than one interview may be required for certain positions depending on position type and level Set up interview  Date  Time  Venue  Invite candidates  Invite panel (HR,line management, union and/or organised labour). Note: union representation is not required for all positions, only bargaining unit positions

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6.

7.

8. 9. 10. 11.

12.

13.

Line manager in consultation with the interview panel compiles final shortlist in line with company’s EE plan and legislation  Advise shortlisted candidates and obtain permission to conduct checks Conduct relevant checks (HR)  Reference (at least one of which is from a direct manager)  ITC (if applicable)  Qualification verification  Criminal check (if applicable) Psychometric testing (if applicable) Conduct follow-up interviews if applicable (based on level or type of position) Line management, in consultation with HR, select best candidate Determine appropriate offer (HR in consultation with line management)  Obtain detailed salary information i. Monthly and annual cost to company package ii. Payslip iii. Allowances iv. Bonus/share scheme information (if applicable)  Benchmarking i. Internal peers at same level ii. Market data Formulate and present offer (HR in consultation with line management)  Contract of employment  Dummy pay slip and breakdown of package (total cost of employment)  All supporting documentation i. Code of conduct ii. IT usage policy iii. Non-disclosure agreement if applicable iv. Restraint of trade if applicable v. Medical Aid vi. Retirement / Provident Fund Candidate acceptance or decline of offer  If declined, go back to final shortlist or restart process  If accepted, on-boarding commences.

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SUCCESSION PLANNING Where does Succession Planning fit into the HRM System? Succession planning is one component of a Talent Management system, alongside job profiling, skills audits, development plans, career pathing, talent reviews and a communication strategy.

Definition:

The process of identifying and mapping potential successors to leadership and key roles in an organisation in order to be able to review the adequacy of bench strength in the short, medium and long term against the organisation’s needs as identified through the strategic planning process and to be able to develop people towards future roles.

What are the fundamental requirements for good succession planning practice? 1. Succession planning should be conducted on a cascading basis, involving appropriate levels of line management. It is not a process carried out within an HR department. 2. Succession planning processes should be appropriate to the size and complexity of an organisation. Smaller, less complex organisations require a much less complex succession planning process. 3. Each line manager should be held responsible for the existence and quality of the succession plan for his/her part of the organisation. 4. It is normally considered advisable to use a “skip level” approach – where a manager at a particular level is not responsible for the succession plan to his/her own position. 5. Succession plans should provide for: a. Emergency successors, who might not be suitable for the role in the longer term, but who have sufficient knowledge to keep the operation running in the short term. (This might include contracting in expertise.); b. Whether, if the position becomes vacant, it would be filled or whether restructuring is likely; c. Short term successors (ready now) – persons who have the knowledge, skills and attitude to fill the role permanently; d. Medium term successors (ready within a year); e. Longer term successors (ready 1 – 3 years). © SABPP 2014 HR Professional Practice Standards

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6. The identification of successors should be closely linked to the process of talent identification, development and review. 7. Opportunities for medium and longer term successors should be considered in broader terms rather than focused on one specific position, in order to allow for organisational evolution. 8. Succession plans should be reviewed and updated regularly, at least once a year. 9. Identified medium and longer term successors should always have a development plan aimed at closing those gaps which have been identified as preventing them from being considered as a short term successor. 10. The consolidated succession plan should be analysed quantitatively to establish bench strength (ratio of identified successors in the short/medium/long term) and differences in bench strength across levels, functions and business units. The analysis should include progress towards Employment Equity. Bench strength should also be reviewed in relation to turnover risk and should inform retention strategies. 11. Progress in development of identified successors should be tracked so that success in moving a person from longer term to medium term or from medium term to ready now can be measured and remedial action taken if problems have been encountered.

What should the process look like?

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ACKNOWLEDGEMENTS The members of the working groups on May 14th 2014 who initiated the contents of these Professional Practice Standards are acknowledged as listed below. [Delegates – please check that your name, organisation and allocation to topic are all correct] Absenteeism Management

Career Management

Coaching and Mentoring

Collective Bargaining Disciplinary Procedure

Dispute Procedure Employment Equity & Diversity Management

Grievance Procedure

Leadership Development

Learning Needs Analysis

HopeMashilo, SARS Jan Eckard van Zyl, BWIE Lorette van Wyk, SARS Ditaba Maraka, SARS Marius Jacobs, TalentFactor Shamila Singh, Mancosa Tebogo Masindi , Fraser Alexander Bulk Mech. Bhekizenzo Shezi, MUT Mpumi Mabena, Manpower Rebecca Kolotsi Yolandie Jansen van Vuuren, Moab Khotsong Mine Angela Du Plessis Andre Oldknow, JIC Mining Alexandra Bole, Hatch Goba Pty Ltd Cathline Tloubatla, Unisa Daniel Setsetse, NW University Mafikeng Mampuru Mphahlele, SARS Matthys Viljoen, Alos Holdings (Pty) Ltd Angela Du Plessis Andre Oldknow, JIC Mining Andre Felaar, SARS Fika Mathe, LSNP Lynn Loots, Bosasa Nceba Ndzwayiba, Netcare Phumzile Ndlovu, Ricoh SA Pty Ltd Alexandra Bole, Hatch Goba Pty Ltd Cathline Tloubatla, Unisa Daniel Setsetse, NW University Mafikeng Mampuru Mphahlele, SARS Matthys Viljoen, Alos Holdings (Pty) Ltd Brent Nestier, Ricoh SA Pty Ltd Chopper Theart , GWK Chris Wilson, Safintra Roofing Gerhard van Rensburg, New Era Leadership Louise Scholtz, Bosasa Monamodi Matsapola, Mogale City Rose Neko, Goldfields South Deep Gold mine Jacqui Barnes, Nedbank Kerryn Gregory, Maccauvlei Marylin Hamilton, GFA

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Learning Design

Learning Evaluation

On-boarding

Organisation Design

Performance Appraisals

Recruitment

Remuneration Benchmarking

Selection

Succession Planning

Sarika Roy, Standard Bank Thabisang Thamahane, Ricoh SA Pty Ltd Zelda Wagner, BankServ Jacky van der Westhuizen, Bafokeng Rasimane Platinum Mine Marita Booysen, Nedbank Peta Horn, Emergence Growth Rebecca Theledi, Transnet Sharmani Rajah, Standard Bank Jacques Strydom, Nedbank Michelle Moodie, PWC Mpho Alexander, Bafokeng Platinum Paula Teigao, Maccauvlei Bhekizenzo Shezi, MUT Mpumi Mabena, Manpower Rebecca Kolotsi Yolandie Jansen van Vuuren, Moab Khotsong Mine Alan Jurisch, SARS Desani Moodley, Ricoh SA Pty Ltd Gugu Dlamini, Umgeni Water Zanele le Roux, AON Christelle Westerman, PWC Juanita van der Merwe, Department of Energy Renier Kriel, SARS Thembi Kotelana, MUT Ulrigh Meyer, BWIE Jabu Sibanyoni, Hatch Goba Pty Ltd Kim Elliot, Fernwood Business Unit Michael Spalo, Anglo Gold Ashanti Ltd Nicholas Appalsamy,Trans-hex Sam Shokane, SARS Shireen Singh, CBI - Electric African Cables Rob Bothma, NGA Africa Debbie Lane-Mitchell, SARA Ilze Krige, SARS Obaydullah Samaai, Spire Property Management Roman Malinowski, Law Property Pty Jabu Sibanyoni, Hatch Goba Pty Ltd Kim Elliot, Fernwood Business Unit Michael Spalo, Anglo Gold Ashanti Ltd Nicholas Appalsamy,Trans-hex Sam Shokane, SARS Shireen Singh, CBI - Electric African Cables Jan Prinsloo, Sandvik Lydi Mdluli, African Bank Maropeng Sebothoma, SARS Tanya Reeves, Fair Cape Dairies

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The assistance of Mike Stuart, Skills Handbook, and Alan Hosking, HR Future is also gratefully acknowledged.

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