Transcript Investors in People: Implementation in South African
Investors in People: A case study of Implementation South African Breweries (Ltd) 2004
Presentation to the Bank SETA, May 2005 by
Lita Theron Training & Development Consultant
Contents of this presentation
Background to SAB Rationale for IIP in SAB.
Implementation process and key learnings
Background to SAB
SAB Miller plc is an international brewery with deep roots and a rich heritage in South Africa.
When SAB plc acquired Miller Brewing Company in May 2002, forming SABMiller, it became the second largest brewer in the world by volume.
The company has interests in more than 26 countries, and operates in more than 110 breweries, producing over 80 different brands, with an annual capacity of 120-million hectolitres.
The company operates breweries in Africa, Europe, the USA, Central America and Asia and exports beer to more than 40 countries.
Beer South Africa, employs 5,000 employees with a total annual beer volume of 25.3 million hectolitres and helps to support thousands of retailers and suppliers. It is a major contributor to the fiscus (for e.g.. in 2002, SAB paid some R2.7 billion in excise duties.) Through its exports, SAB is also a substantial earner of foreign exchange.
SAB holds 59% market share of the liquor market and 98% share of the malt beer market in South Africa.
SAB holds the top 4 positions in the Top 20 liquor brands (on premise) in South Africa, with Castle Lager holding the top position
PEOPLE is a core value
SAB works to create “the environment for all individuals and teams to develop to their full potential, for the benefits of themselves and the company”.
One of the 3 core themes underpinning SAB’s business vision is, with growth and corporate image, its commitment to the development and culture of its people.
SAB averages around 7 days of training per employees per year, at close to 5,5% of its payroll costs, ranking it among the world’s blue-chip companies.
It’s commitment to training has earned it international recognition: the company is represented on the judging panel of the International Benchmark Forum, which is part of the ASTD.
In 2001, SAB’s commitment to its people was recognised by the Deloitte & Touche / Financial Mail annual “Best Company to work for” survey in which it was placed first.
Why did SAB choose IIP?
In 1991 SAB did a functional integration of HR into line management roles and we have been entrenching benchmarked people practices into the business even since.
SAB wanted to maximise our human capital development in order to increase competitiveness and retention of talent.
We wanted to ensure a minimum standard of a respectable level – we had quantitative benchmarks from ASTD, but no qualitative benchmark.
It had great appeal as an international benchmark of quality around HR practices.
Best Practice HRD Best Employer Award HR Strategy Performance Management Communi cation Leadership External req’s
Increased morale, competence, retention, business results
Implementation Process used in SAB
1.
Pilot site 2.
Pre-implementation 3.
Implementation 4.
Post-implementation
Piloted at Newlands Breweries
1.
Pre-implementation
Obtained commitment from senior management.
Created project infrastructure.
Ensured project team development.
Defined implementation approach.
Aligned existing processes and practices to the IIP standard: – Relationship to organisational levels.
– Alignment to existing HR & HRD practices (IMP – People Management, CAP – People Development).
– Map processes and outcomes to Evidence Requirements.
Develop communication and assessment plans.
INVESTORS IN PEOPLE
(CAP)
COMMITMENT PLANNING NQF Framework CAP Policy Training Committee HRD Strategy TNA’s, Plans & Budgets CAP & Skills Plans Training Plans & Solutions Career Discussions EVALUATION ACTION Performance Impact Competence Career Development Evaluation Development Plans Assessments Dev. Alignment Skills Plan delivered COMMITMENT
(IMP)
PLANNING Business Strategies Board/MOC/SOC Goals Div. Business Plan Reg. Business Plan Regional Goals Team Goals Individual Goals Matrixes EVALUATION ACTION Customer Feedback Recognition Compensation Annual Report One-on One’s Individual Reviews Team Reviews
Implementation - Communication
Facilitated site orientation sessions with the employees.
Communicated the IIP standard and audit process: – What, where, who, why, when and how – Poster campaign Aligned workplace evidence.
Developed checklist and conducted a GAP analysis.
Analysed responses and developed action plans to address gaps.
Prepared assessment plan.
Arranged countdown to audit.
Implementation - Assessment
Scoped representative sample.
Schedule 1 on 1 interviews for sample group.
Prepare material for context setting with Auditors.
Develop evidence portfolio’s.
Facilitate assessment preparation workshop to line management.
Undertake IIP review: – Presentation to Auditors and site walk-about.
– – – – – Evidence Portfolio/Display.
Sample interviews as per schedule.
Obtain verbal feedback from Auditors.
Recommendation to International Recognition Panel Written feedback report Obtain Recognition as an Investor In People.
Post-implementation
Provided feedback to employees and celebrate success.
Insights from assessors were very valuable.
Developed a continuous improvement plan based on audit report.
Working to keep the culture of continuous improvement alive.
Obtain re-accreditation within 3 years.
Facilitate on-going communication.
Achieving recognition is only the start of the process!
The value-add
IIP raised our level of HR practice to a minimum level.
Raised the consciousness of HR Practice in the business.
Brought it in line with other measurement systems.
Created a lot of momentum and excitement in the business.