THE HR PRACTITIONER AS CHANGE AGENT

Transcription

1 THE HR PRACTITIONER AS CHANGE AGENT IMPSA 30 TH ANNUAL CONFERENCE Bruno Bruniquel 29 October 2014

2 World Economic Outlook 9 April 2014 IMF downgrades SA outlook amid strengthening global recovery, robust African growth. South Africa continued to decelerate, the IMF s WEO stated, owing to tense industrial relations in the mining sector, tight electricity supply, anaemic private investment, and weak consumer and investor confidence. The IMF suggests that S Africa should be ready to adjust its financing plans in a scenario of greatly reduced access to external funding, while allowing the rand to respond to changes in capital flows. South Africa s weak outlook came against a backdrop of a global recovery that was expected to strengthen. Creamer Media s Engineering News 9 April 2014

3 Service Delivery

4 Arthur Scargill s Theory of Impossibilism The essence of impossibilism is to set workers off after a set of demands which are impossible to achieve. Which is not as daft as it looks. It educates workers in the grim truth that the current system cannot of its very nature meet their demands. That lifts the struggle onto a higher and more revolutionary plain, especially if the repressive brutality of the State, as well as the realities of capitalism, are employed in breaking the strike.

5 Management Most managers learn by managing. They learn in the so-called school of experience. Nobody tells them the right way to manage, nay they won t let them! Then, by having started wrongly, they practise wrong ways until they do them perfectly wrong!! Percy Whitting

6 Bad Managers The uncontested No.1 reason why people are unhappy at work is bad managers. A British study accused 1 in 4 bosses of being bad while a Norwegian study said 1 in 5. Surveys show that up to 75% of employees who leave their jobs do so at least partly because of their manager. Bad managers: (1) Are negative (2) Are closed (3) Don t allow others to participate (4) Work without meaning (5) Express no love Source: Happy Hour is 9 to 5 by Alexander Kjerulf

7 Indicators of Employee Disengagement Absenteeism (sick leave abuse)

8 Indicators of Employee Disengagement Labour turnover the wrong people leave! Poor attitude to customers Disputes Unfair dismissals reinstatements Grievances Wages Industrial Action

9 Wangari Maathai: The Challenge for Africa Africa This requires needs the a revolution development in leadership of policies that not only work from for the the benefit politicians, of all but citizens from citizens rather than who to should the advantage place their of country a few. above the narrow needs of their own ethnic group or community. The revolution demands that leaders not merely support honesty and transparency in government but embody it in their own behaviour as well.

10 Types of Leaders STRATEGIC SAPIENTIAL OPERATIONAL OPERATIONAL TEAM

11 IR : The Key Role Players Manager Trade Union(s) HR Manager Supervisor Shop Steward Employee

12 Becoming a Leader Becoming a leader involves self reflection and making personal choices about your values and behaviours. The choices you make will ultimately inspire others to respect you and accept your leadership.

13 Why South Africa Needs Good HR Practices SA losing R12 billion a year due to absenteeism. Only 19% auditors feel they use HR optimally (CG Index Institute of Internal Auditors) Only 5% employees understand business strategy. World-wide 13% of employees actively engaged SA 8% Companies with engaged employees outperform others by 202% (Dale Carnegie). By treating HR as a critical business function companies with good HR Practices are 105% more profitable. Average ROI on wellness programmes is 300%.

14 How the SABPP can impact on service delivery Service delivery should be No.1 priority. Proper selection with COMPETANCE as the key driver. Ethical practices. Sound HR management practices. Only COMPETENT HR professionals can improve HR practice and broker the positive changes needed.

15 SABPP Professional Values RESPONSIBILITY INTEGRITY I RESPECT COMPETENCE

16 B&A Values UL.16

17 Key questions Are you satisfied with the quality of HR practice? Do you see inconsistencies in HR work? Are HR practitioners competent to provide HR service delivery? How can we improve HR without standards? If our HR functions are audited today, what will be the outcome of an audit? How can we improve HR practice?

18 Top HR priorities Quality and consistency in HR practice. Skills development. Sound people management practices. Managing HR risks at municipalities. Good employment relations. Performance management. Employee wellness at municipalities. Building high performance municipalities. Evaluating and measuring HR impact.

19 SABPP HRM SYSTEM STANDARD MODEL BUSINESS STRATEGY HR BUSINESS ALIGNMENT Prepare Implement ❶ Strategic HRM ❹ Workforce planning ❺ Learning ⓫ HR Service Delivery ❻ Performance ❷ Talent Management HR ARCHITECTURE ❼ Reward ❽ Wellness HR VALUE & DELIVERY PLATFORM ❸ HR Risk Management ❾ ERM ❿ OD ⓬ HR Technology (HRIS) H R C O M P E T E N C I E S Review ⓭ HR MEASUREMENT HR Audit: Standards & Metrics Improve

20 HR as change agents must Know their business! Know what is going on in their organisations. Identify problems and malpractices. Have the courage to stand up for what is right. Champion the need for change. Build knowledge and skills in their organisation. Be approachable and able to deal with peoples problems and complaints. Drive HR standards and audits. HR standards will become the catalyst for change.

21 Globally standards are a framework for consistency & continuous improvement and managing risk through controls Consistency is far better than rare moments of greatness Strengthening the human factor in management systems

22 Why HR auditing? HR Auditing crosses the boundaries between HR management and auditing it can be a suitable method for evaluating the contribution of HR activities to organisational objectives assessed on the basis of value for money. Abstract from Dissertation; Chris Andrews: Bond University. This model provides HR Professionals with a ROBUST, RISKBASED FRAMEWORK to ensure an INTEGRATED, ALIGNED and WELL-GOVERNED approach to auditing the National HR Standards. Ensures that HR controls QUALITY and CONSISTENCY in accordance with the spirit of good governance as documented in King III. Focus on STRENGTHENING the HR BUSINESS PARTNER PHILOSOPHY without compromising the principles of quality and independence.

23 HR audits the future HR audits will be implemented to audit organisations against the HR standards. Audits provide independent verification of the quality of HR practice, and will highlight gaps and opportunities for improvement. National HR audits will make benchmarking so much easier. The HR practitioner is empowered to act on the results of audits.

24 Guidelines for HR change agents Internalise the HR standards at your municipality. Ensure all HR practitioners know and implement the HR standards. Get line management involved. Do an HR standards self-assessment. When ready, go for external HR auditing. This is an opportunity for HR practitioners to fix things from the bottom up. Let s take it!