Coming ISO
Engagement
Standards:
What This Means for
You
L. Sydney Webster
Secretary, ISO Technical Committee 260
for HR Management
Presentation Goals
International Organization for Standardization (ISO) standards
have helped propel the emergence of major fields, including
industrial safety, total quality management and many others. Now
that ISO has formally voted to move forward with the process of
creating engagement standards, I intend to do the following:
• Explain what that means to organizations throughout the world
• Outline the potential impact of such standards, the process by
which they will be created and how your organization can
benefit.
• Answer questions about the standards development process
and the ISO Quality Management Principles upon which the
standards will likely be based.
Benefits of Defining Effectives Practices
Comparable Transactions
Defines HR professionalism
Articulates the value that HR creates
Documents the practice
Establishes thought leadership
The HR Standards Writing Taxonomy
Professional
Ethical
Minimally Effective
Workforce Practices
and Metrics
Standards are Everywhere
US Standards Background
5
The “Meme” about Engagement is “All Sizzle,
but no steak.”
HR Management Is Increasingly Complex
Talent management continues to be a high priority and must be more efficient
than before while leveraging cost awareness and monitoring demands for key
positions.
Finding and retaining quality talent continues to be essential to business
sustainability, but is difficult in global markets that may act differently in turns of
opportunity and salary treatment.
A new approach is needed to develop global workforce cultures, with
better understanding of transnational teams, online collaboration,
globalization and business process transformation.
Global mobility of high-value workers continues as multinational companies
restrict new hires and relocate talented employees from within their existing
workforce.
SHRM Global Special Expertise Panel. Future Insights: The Top Trends According to SHRM’s HR
Subject Matter Expert Panels. Alexandria: The Society for Human Resource Management, 2009.
7
So, how do I Describe or Measure
Engagement?
Comparing
HCM at two
corporations
is difficult.
Some measure from:
A. Measure from date of “slot” creation.
B. Measure from date of posting.
It’s
a fan It’s
C. Measure from
date
first application
a of
snake
received.
8
Some measure to:
A. Date candidate accepts offer.
1st Day of work.
It’sB.a tree
C. Date Candidate approved manager.
D. Date of test completion.
So How Are these HR Standards
Being Created?
So What are these Standards
Standards in Brief
A collection of best practices, guidelines, customs,
experiences, and practical solutions
Collaboratively and voluntarily developed through
consensus
Regularly revisited and revised
It can be a product, service, or procedure.
Common solutions to repetitive problems.
10
So What Is ISO?
• International Organization for Standardization is the
worlds largest developer of International Standards
• A network of national standards bodies (ex. ANSI, BSI,
NSAI) of 162 countries
• Participation is by country (National Standards Body)
– NB participation includes industry, government, academia, other
interested stakeholders
– In ISO, each NSB has ONE vote
• Standards development is governed by rules for
development and participation
International Standard
"consensus: General agreement,
characterized by the absence of
sustained opposition to
substantial issues by any important
part of the concerned interests and
by a process that
involves seeking to take into
account the views of all parties
concerned and to reconcile
any conflicting arguments.
Title |
Location
Slide 12
Why Global HRM Standardization?
HRM is not merely a cost. It can be an agent of value maintenance if not
value creation
Based on a belief that HRM requires a more sophisticated way to define
and transmit effective practices and metric within the field
The view is shared across the globe
Technical Committee 260 for Human Resource Management was therefore
started.
ISO Technical Committee on Human Resource
Management – TC 260
Scope
– Standardization in the field of human resource management
Business Plan
– All ISO technical committees prepare a strategic business plan for
their field of activity within 18 months of their creation. The strategic
business plan describes the main aspects and dynamics of the
economic, social, regulatory or other environment in which the
committee operates, as well as its main objectives and current
strategies, its internal structure and cooperation with other
organizations.
– TC 260’s can be found at https://www.iso.org/committee/628737.html
ISO National member body involvement
Participating Countries (26)
–
–
–
–
–
–
–
–
–
–
–
–
–
Australia ( SA )
Austria ( ASI )
Bahrain (BSMD)
Barbados ( BNSI)
Belgium ( NBN )
Canada ( SCC )
Finland ( SFS )
France ( AFNOR )
Germany ( DIN )
India ( BIS )
Serbia (ISS)
Italy ( UNI )
Israel (SSI)
– Malaysia ( DSM )
– Netherlands ( NEN )
– Nigeria (SON)
– Norway ( SN )
– Pakistan ( PSQCA )
– Portugal ( IPQ )
– Russian Federation ( GOST R)
– Slovenia ( SIST )
– Spain ( AENOR )
– Sweden ( SIS )
– Turkey ( TSE)
– United Kingdom ( BSI )
– USA ( ANSI )
ISO National member body involvement
Observing Countries (23)
– Bhutan (BSB)
– Cyprus ( CYS )
– Czech Republic ( UNMZ )
– Ghana ( GSB )
– Iran, Islamic Republic of ( ISIRI )
– Ireland ( NSAI )
– Japan ( JISC )
– Korea, Republic of ( KATS )
– Lebanon ( LIBNOR )
– Montenegro ( ISME )
– Mongolia ( MASM )
– Bulgaria (BDS)
– New Zealand ( SNZ )
– Poland ( PKN )
– Romania ( ASRO )
– Senegal ( ASN )
– South Africa ( SABS )
– Sri Lanka ( SLSI )
– Switzerland ( SNV )
– Thailand ( TISI )
– Vietnam ( STAMEQ )
– Former Yugoslav Republic of
Macedonia ( ISRM )
– Congo, the Democratic Republic
of (OCC)
TC 260 – Liaisons (Category A)
IOE - International Organisation of Employers
WFPMA - World Federation of People Management
Associations
EAWOP – European Association of Work and
Organizational Psychology
ITUC – International Trade Union Confederation
TC 260 Committee Structure
TC 260
Review of relevant existing fuel
standards, including gap analysis
WG1 –
Terminology
WG2 –
Metrics
WG3 –
Human
Governance
Chairman’s Advisory
Group
WG4 –
Workforce
Management
Develop scope for standards activities and
establish working groups
Communications Task
Group
WG5 –
Recruitment
WG 6 –
Knowledge
Mgt
WG 7 –
Human Cap
Report
Promotion of TC 260 activities
WG87––
WG
Human Cap
Diversity
&
Report
Inclusion
WG 9 – HR
Competency
WG 10 –
Employee
Engagement
Groups of nominated experts resolve open
questions, respond to comments and
develop drafts
Mirror
Committee
Mirror
Committee
Participating countries form committees to
develop national positions on committee activities;
Vote on drafts; Nominate experts for WGs
External Liaison
Organization
External Liaison
Organization
International organizations participate to
share expertise and coordinate on parallel
activities; Nominate experts for WGs
TC 260 Convenors and Projects
Current Title
Convenor
Projects
WG 1
Terminology
Stephanie Jansen
30400 –Terminology
WG 2
Metrics
John Kells
30407 – Cost-per-Hire & other Metrics (30410-30412)
WG 3
Human Governance
Izy Behar
30408 – Guidelines on human governance
WG 4
Workforce Management
Lisa Disselkamp
30416 – Workforce Management
WG 5
Recruitment
Sandy Miles
30405 – Guidelines on Recruitment
WG 6
Knowledge Management Systems
Moira Levy
30401 – Knowledge management systems Requirements
WG 7
Human Capital Reporting
Stefanie Becker
30414 – Human Capital Reporting for Internal and
External Stakeholders
WG8
Diversity and Inclusion
Effenus Henderson and Lorelei
Carobolante
30415 – Diversity and Inclusion
WG9
Harmonized HR Competency
Framework
Bill Greenhalgh
30417 – Professional (HR) competency framework
WG10
Employee Engagement
Cathy Brown
30418 - Standards for the implementation of engagement
strategies and tactics to foster the proactive involvement
of the employees critical to achieving key organizational
goals on a sustainable basis
Sustainable Employability
Stephanie Jansen
TR 30406 Sustainable employability management for
organizations
TC 260 Published Standards
ISO Designation
Standards
ISO 10667-1:2011
Assessment service delivery -- Procedures and methods to
assess people in work and organizational settings -- Part 1:
Requirements for the client
ISO 10667-2:2011
Assessment service delivery -- Procedures and methods to
assess people in work and organizational settings -- Part 2:
Requirements for service providers
ISO 30400:2016
Human resource management -- Vocabulary
ISO 30405:2016
Human resource management -- Guidelines on recruitment
ISO 30408:2016
Human resource management -- Guidelines on human
governance
ISO 30409:2016
Human resource management -- Workforce planning
ISO/TS 30407:2017
Human resource management -- Cost-Per-Hire
Opportunities and Challenges
21
Implications: Opportunities
Once a number of standards are done, UTMB will establish
an Accreditation methodology for organizations that wish to
be identified as conforming to the standards.
ISO is eager to establish a management system for HR
management standards. They have begun considering
numbers, like ISO15000, for this system of global
standards.
ANSI and ISO strongly supports of this effort.
As more international organizations and governments learn
about this standard, they are interested in getting involved.
22
Implications: Challenges and Risks
The HR community fails to appreciate the magnitude of this achievement and
build on the opportunity
Existing standards developing bodies (ILO) continue to challenge the legitimacy
of these standards
Peer global associations have registered concern about SHRM or US hegemony
in the area of HR standards
Some business leaders are concerned that standards will restrict their freedom to
operate in the marketplace
Consumers and employees may become concerned that standards will further
dehumanize the workplace and cause worker exploitation
HR professionals are concerned that these standards will make them more
accountable
Legal challenges – although not required, legal compliance offers some protection
After building it (them), will they come?
23
Advantages to the field of Engagement
Gives stakeholders an opportunity to define effective
engagement practices and metrics
Helps customers of engagement establish realistic
expectations for such activities
Creates a threshold and definition of what
engagement “professionals” do
Can lead to a schema to measure and certify
organizations that meet or exceed the standard
Establishes an approach to reward engagement
managers based on the value they create
24
Call to Action
25
Next Steps and Other Issues
Expand standards work to other subject areas
Establish and grow global standards efforts
Based on market need, establish a conformity
assessment (accreditation) solution
Build awareness and enthusiasm about HR standards
Prove business and professional value
26
How Do I Participate?
Encourage your organizational leadership to join the US
TAG and/or to sponsor domestic activities
Comment on public review versions of draft standards
(available on the Standards Website)
Use the standards and provide feedback on their
effectiveness
Advocate and Engage
Purchase and use the current standards from the ISO or
ANSI websites
27
Questions?
28
Thank you.