SAQA All qualifications and part qualifications registered on the National Qualifications Framework are public property. Thus the only payment that can be made for them is for service and reproduction. It is illegal to sell this material for profit. If the material is reproduced or quoted, the South African Qualifications Authority (SAQA) should be acknowledged as the source.
SOUTH AFRICAN QUALIFICATIONS AUTHORITY 
REGISTERED UNIT STANDARD: 

Produce a Human Resource (HR) plan to achieve organisational results 
SAQA US ID UNIT STANDARD TITLE
252393  Produce a Human Resource (HR) plan to achieve organisational results 
ORIGINATOR
SGB Generic Management 
PRIMARY OR DELEGATED QUALITY ASSURANCE FUNCTIONARY
-  
FIELD SUBFIELD
Field 03 - Business, Commerce and Management Studies Human Resources 
ABET BAND UNIT STANDARD TYPE PRE-2009 NQF LEVEL NQF LEVEL CREDITS
Undefined  Regular  Level 6  Level TBA: Pre-2009 was L6  12 
REGISTRATION STATUS REGISTRATION START DATE REGISTRATION END DATE SAQA DECISION NUMBER
Reregistered  2018-07-01  2023-06-30  SAQA 06120/18 
LAST DATE FOR ENROLMENT LAST DATE FOR ACHIEVEMENT
2024-06-30   2027-06-30  

In all of the tables in this document, both the pre-2009 NQF Level and the NQF Level is shown. In the text (purpose statements, qualification rules, etc), any references to NQF Levels are to the pre-2009 levels unless specifically stated otherwise.  

This unit standard does not replace any other unit standard and is not replaced by any other unit standard. 

PURPOSE OF THE UNIT STANDARD 
This unit standard develops in the qualifying learner the knowledge and skills to design an HR plan which ensures the identification of the organisation's current and future HR needs, potential challenges and consistent delivery on its mandates and the results required. The parameters of this unit standard are designed to assist organisations in conducting integrated human resource planning. The typical learner will be able to understand how human resource planning logically flows from strategic planning and how it links to skills development and related strategies. The learner will be able to restructure organisational components and manage the human resource implications of such initiatives.

A person credited with this unit standard is able to:
  • Determine and apply an organisation-specific HR framework or template for HR planning.
  • Forecast human resources requirements based on the contextual elements that affect organisational results.
  • Conduct workforce analyses.
  • Conduct gap analyses.
  • Develop and implement a plan to address HR issues and priorities.
  • Monitor, evaluate and adjust action plans to give effect to the HR plan.

    This unit standard is aimed at the continuous professional development of learners within the public and private sector. It will ensure further mobility and transferability within the field of Management. The skills, knowledge and understanding demonstrated within this unit standard are essential for social and economic transformation and upliftment within the field. 

  • LEARNING ASSUMED TO BE IN PLACE AND RECOGNITION OF PRIOR LEARNING 
    It is assumed that the learner has completed the following Unit Standards:
  • Implement and manage human resource and labour relations policies and acts, NQF Level 5.
  • Recognise the transformative elements of South Africa`s Human Resources Development legislation, NQF Level 5.
  • Apply the Strategic Process during Planning, NQF Level 5.
  • Apply a range of project management tools and techniques, NQF Level 4. 

  • UNIT STANDARD RANGE 
    The scope, depth and parameters of this unit standard will enable the learner to utilise the knowledge, skills, values and attributes acquired in any size and type of organisation. 

    Specific Outcomes and Assessment Criteria: 

    SPECIFIC OUTCOME 1 
    Determine and apply an organisation-specific HR framework or template for HR planning. 
    OUTCOME RANGE 
    HR framework or template is the formal or non-formal practices that describe the parameters of what HR covers within the organisation. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    The components and aspects to be included in a HR plan are determined, analysed and compiled into an organisation specific framework. 

    ASSESSMENT CRITERION 2 
    An evaluation is conducted of what constitutes the HR framework/template within an organisation. 

    ASSESSMENT CRITERION 3 
    The components of the HR Framework/template are determined in accordance with the HR mandate, requirements and definitions within the organisation. 

    ASSESSMENT CRITERION 4 
    The components of the HR Framework/template are applied to the development of an HR plan. 

    ASSESSMENT CRITERION 5 
    The process of determining and applying an organisation-specific HR framework or template is undertaken with stakeholder involvement and in accordance with organisational protocols and procedures. 

    SPECIFIC OUTCOME 2 
    Forecast human resources requirements based on the contextual elements that affect organisational results. 
    OUTCOME RANGE 
    Contextual elements include but are not limited to organisational strategy, prescripts, labour legislation, limits of authority, freedom to act, stated priorities, other statutory requirements. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    The contextual elements that affect an organisation are analysed to determine their present and future impact on strategy, purpose, functions and results to be achieved. 

    ASSESSMENT CRITERION 2 
    The effects of the analysis of the contextual elements are considered to determine their impact on the organisational structure. 

    ASSESSMENT CRITERION 3 
    The effects of the analysis of the contextual elements are analysed to determine their impact on future staffing requirements. 

    ASSESSMENT CRITERION 4 
    The effects of the analysis of the contextual elements are taken into account to determine their impact on present and future organisational objectives. 

    ASSESSMENT CRITERION 5 
    An environmental scan is undertaken to reflect the dynamics of internal and external factors affecting strategy, purpose, functions and results to be achieved. 
    ASSESSMENT CRITERION RANGE 
    International, national and local trends, Internal/external scan (political, economical, social, technological, environmental and legal (PESTEL)), key factors likely to impact on the components of the HR Framework/template, labour market requirements.
     

    ASSESSMENT CRITERION 6 
    The process of forecasting human resources requirements is undertaken with stakeholder involvement and in accordance with organisational protocols and procedures. 

    SPECIFIC OUTCOME 3 
    Conduct workforce analysis. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    The impact of components of the HR Framework/template is analysed to reflect the effect on present and future staffing. 
    ASSESSMENT CRITERION RANGE 
    Staffing includes but is not limited to recruitment, selection, promotions, types of resourcing (age profiling, labour turn-over, employment equity (EE), retirement).
     

    ASSESSMENT CRITERION 2 
    The organisational structure, strategy, purpose, functions and results to be achieved are analysed to determine their impact on staffing and competency requirements. 

    ASSESSMENT CRITERION 3 
    The organisational structure, strategy, purpose, functions and results to be achieved are analysed to determine their impact on staff budgeting requirements. 

    ASSESSMENT CRITERION 4 
    Training and development requirements are determined in accordance with the organisational structure, strategy, purpose, functions and results to be achieved. 

    ASSESSMENT CRITERION 5 
    Health and wellness requirements are analysed to determine their effect on organisational structure, strategy, purpose, functions and results to be achieved and staffing. 
    ASSESSMENT CRITERION RANGE 
    Health and wellness requirements include but are not limited to job satisfaction, stress, harassment, dread diseases.
     

    ASSESSMENT CRITERION 6 
    Ethics and values are adhered to in accordance with organisational prescripts. 
    ASSESSMENT CRITERION RANGE 
    Organisational prescripts include but are not limited to formal and in-formal organisational culture, structure, strategy, purpose, functions and results to be achieved, policy, legal and regulatory framework.
     

    ASSESSMENT CRITERION 7 
    Reward system requirements are determined in accordance with the organisational structure, strategy, purpose, functions and results to be achieved. 
    ASSESSMENT CRITERION RANGE 
    Cost benefit analysis, individual development plans and career paths, succession plans, performance management system.
     

    ASSESSMENT CRITERION 8 
    The process of conducting workforce analysis is undertaken with stakeholder involvement and in accordance with organisational protocols and procedures. 

    SPECIFIC OUTCOME 4 
    Conduct gap analyses to address HR issues and priorities. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    Factors affecting the achievement of organisational results are determined to ascertain their impact on human resources needs. 
    ASSESSMENT CRITERION RANGE 
    Factors include but are not limited to contextual factors, competencies, funding, forecast supply and demand affecting production/results of the organisation.
     

    ASSESSMENT CRITERION 2 
    Factors impacting on the achievement of organisational results are determined to ascertain their impact on human resources, policies, practices and systems. 

    ASSESSMENT CRITERION 3 
    The factors affecting the achievement of organisational results are analysed to determine their impact on human resources, policies, practices and systems. 

    ASSESSMENT CRITERION 4 
    Competencies required and acquired are determined and training and development interventions are designed to develop and retain human resources. 

    ASSESSMENT CRITERION 5 
    Adjustments arising from the analyses are applied to human resources, policies, practices and systems as required to achieve human resources related organisational results. 

    ASSESSMENT CRITERION 6 
    The internal and external effects are analysed to determine their impact on present and future supply and demand of human resources and competencies. 

    ASSESSMENT CRITERION 7 
    Gap analyses are undertaken with stakeholder involvement and in accordance with organisational protocols and procedures. 

    SPECIFIC OUTCOME 5 
    Develop and implement a plan to address HR issues and priorities. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    The identified HR issues are analysed using a problem-solving methodology. 

    ASSESSMENT CRITERION 2 
    The solutions required are prioritised for inclusion into an HR plan and into an action plan for its implementation. 

    ASSESSMENT CRITERION 3 
    A process is applied to determine the components of an action plan. 
    ASSESSMENT CRITERION RANGE 
    Components of an action plan include but are not limited to activities, measures of success, verification, assumptions, time scales, resources and responsibility.
     

    ASSESSMENT CRITERION 4 
    The action plan is developed in accordance with the requirements as specified in the list of components and the HR plan. 

    ASSESSMENT CRITERION 5 
    The action plan is implemented to meet the requirements in the list of components and to address the needs identified in the HR plan. 

    ASSESSMENT CRITERION 6 
    The process of developing and implementing the HR plan and its action plan is undertaken with stakeholder involvement and in accordance with organisational protocols and procedures. 
    ASSESSMENT CRITERION RANGE 
    Involvement may include any one or more of the following:
  • Formal or informal notification, meetings, discussions, consultation, approval, participation.
     

  • SPECIFIC OUTCOME 6 
    Monitor, evaluate and adjust an action plan. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    The milestones/success indicators are identified to determine progress in the implementation of the action plan. 

    ASSESSMENT CRITERION 2 
    Achievements are evaluated against set targets and timeframes. 

    ASSESSMENT CRITERION 3 
    Reasons for deviations are identified and remedied to achieve set targets and timeframes. 

    ASSESSMENT CRITERION 4 
    Resource implications to achieve remedial actions are determined in terms of the HR framework/template. 
    ASSESSMENT CRITERION RANGE 
    HR framework/template includes but is not limited to budget, systems, capacity, procedures, practices, technology, physical factors.
     

    ASSESSMENT CRITERION 5 
    The impact of remedial actions on the human resources plan are analysed in order to facilitate the adjustment of the HR plan. 

    ASSESSMENT CRITERION 6 
    Structures for reporting are established for regular feedback to stakeholders in accordance with the principles of continuous improvement. 

    ASSESSMENT CRITERION 7 
    The process of monitoring, evaluation and adjustment is undertaken with stakeholder involvement and in accordance with organisational protocols and procedures. 


    UNIT STANDARD ACCREDITATION AND MODERATION OPTIONS 
  • The assessment will be governed by the policies and guidelines of the relevant Education and Training Quality Assuror (ETQA) that has jurisdiction over this field of learning.
  • The learner can be assessed against this unit standard to obtain credits or as part of an integrated assessment for a qualification. To this effect the following must be complied with:

    > Internal moderation must be conducted.
    > External moderation must be conducted.
    > An assessor, accredited by the relevant ETQA, will assess the learner's competency.
    > All assessment activities must be fair, so that all candidates have equal opportunities. Activities must be free of gender, ethnic or other bias.
    > Assessment and moderation procedures, activities and tools must be transparent, affordable and support development within the field, sub-field and NQF.
    > Direct observation in simulated and/or controlled work conditions. 

  • UNIT STANDARD ESSENTIAL EMBEDDED KNOWLEDGE 
    Names, functions and locations of:
  • Components and aspects to include in a HR plan.

    Purpose of processes and procedures of:
  • HR Planning, Developing measurable impact indicators, format, content of an HR Plan.
  • Clarification of responsibilities between line function and support function.
  • Business process mapping and methodologies.
  • Linking HR plan to organisational strategy.

    Attributes, properties, characteristics related to:
  • HR planning, forecasting, workforce and gap analysis and related processes.
  • Negotiations skills, analytical skills, strategic thinking, problem solving skills, conceptual thinking skills, verbal and written communication skills.
  • Change management.

    Cause and effect, implications of:
  • Environmental scans.
  • Contextual effects.
  • Budget and cost benefit analysis.
  • The integrated nature of relationships between components.

    Categories of things, processes, concepts:
  • HR planning, forecasting, workforce and gap analysis.
  • Knowledge of strategic planning process.
  • Identification of critical success factors.
  • Broad understanding of functions of the organisations.
  • Purpose of the organisation structure.
  • Alternative service delivery methods.
  • General overview of organisation of work.

    Procedures and techniques:
  • Used to design an HR Plan and conduct an environmental scan, workforce and gap analysis.

    Legislation, policies, Regulations, standards, agreements:
  • Organizational strategy, protocols and legal prescripts.
  • BCEA, LRA, Code of Remuneration, Relevant HR delegations, SOPs, organisational policies and procedures, operational plans (e.g. Public Service Act and Regulations).
  • HRD strategy, SDA, EEA, any relevant organisational legislation/directives.

    Theory, rules, laws, principles:
  • Forecasting, environmental scan, SWOT analysis, scenario planning.
  • Concepts of HRD.
  • Competency audits.
  • Concepts of HR framework/template.

    Relationships, systems:
  • With HRM as a discipline.
  • HR strategy and HR planning.
  • Relationship between a component with another component of HR planning process. 

  • UNIT STANDARD DEVELOPMENTAL OUTCOME 
    N/A 

    UNIT STANDARD LINKAGES 
    N/A 


    Critical Cross-field Outcomes (CCFO): 

    UNIT STANDARD CCFO IDENTIFYING 
    Identifying and solving problems in which responses display that responsible decisions using critical and creative thinking have been made when:
  • Reviewing and evaluating HR Plans and related processes. 

  • UNIT STANDARD CCFO WORKING 
    Working effectively with others as a member of a team, group, organisation, and community during:
  • The gathering of information, forecasting of human resource requirements, gaining stakeholder involvement, conducting of workforce and gap analysis, developing and implementing an HR Plan and monitoring, evaluating and adjusting action plans that give effect to the HR Plan. 

  • UNIT STANDARD CCFO ORGANISING 
    Organising and managing oneself and one's activities responsibly and effectively when:
  • Determining and applying an organization specific HR framework or template for HR Planning and related processes. 

  • UNIT STANDARD CCFO COLLECTING 
    Collecting, analysing, organising and critically evaluating information to better understand and explain:
  • The organization's ability to identify current and future HR needs, potential challenges, the customization of an HR Plan in accordance with particular business processes and evaluating the efficacy thereof. 

  • UNIT STANDARD CCFO COMMUNICATING 
    Communicating effectively using visual, mathematical and/or language skills in the modes of oral and/or written persuasion when:
  • Engaging stakeholders in the designing of an HR Plan and related processes. 

  • UNIT STANDARD CCFO SCIENCE 
    Using science and technology effectively and critically, showing responsibility towards the environment and health of others when:
  • Conducting an environmental scan in accordance with organizational strategy, protocols and procedures. 

  • UNIT STANDARD CCFO DEMONSTRATING 
    Demonstrating an understanding of the world as a set of related systems by recognising that problem-solving contexts do not exist in isolation when:
  • Recognising that problem-solving contexts relating to the design of an HR Plan and monitoring, evaluation and adjustment of the plan do not exist in isolation and that varying internal and external factors may affect how these will be undertaken. 

  • UNIT STANDARD ASSESSOR CRITERIA 
    N/A 

    REREGISTRATION HISTORY 
    As per the SAQA Board decision/s at that time, this unit standard was Reregistered in 2012; 2015. 

    UNIT STANDARD NOTES 
    Supplementary Information:

    Notes to Assessors:

    Assessors should keep the following general principles in mind when designing and conducting assessments against this unit standard:
  • Focus the assessment activities on gathering evidence in terms of the main outcome expressed in the title to ensure assessment is integrated rather than fragmented. Remember we want to declare the person competent in terms of the title. Where assessment at title level is unmanageable, then focus assessment around each specific outcome, or groups of specific outcomes. Do not focus the assessment activities on each assessment criterion. Rather make sure the assessment activities focus on outcomes and are sufficient to enable evidence to be gathered around all the assessment criteria.
  • At this level some errors are to be expected. Assessors must use professional judgement in evaluating competence.
  • Make sure evidence is gathered across the range as expressed under the title. Specific range statements under individual outcomes or assessment criteria are illustrations, from which learning programme developers can select. Assessment activities should be as close to the real performance as possible, and where simulations or role-plays are used, there should be supporting evidence to show the candidate is able to perform in the real situation.
  • The task of the assessor is to gather sufficient evidence, of the prescribed type and quality, as specified in this unit standard, that the candidate can achieve the outcomes again and again. This means assessors will have to judge how many repeat performances are required before they believe the performance can be reproduced.
  • All assessments should be conducted in line with the following well-documented principles. Assessment should be appropriate, fair, manageable, integrated into work or learning, valid, and consistent. Evidence should be authentic, sufficient, and current.
  • Assessment of this standard can be carried out through continuous assessment throughout the course of study and specific performances assessed.

    Definitions:

    The human resource concepts used in this unit standard are consistent with the definitions as reflected in the SABPP human resources dictionary. 

  • QUALIFICATIONS UTILISING THIS UNIT STANDARD: 
      ID QUALIFICATION TITLE PRE-2009 NQF LEVEL NQF LEVEL STATUS END DATE PRIMARY OR DELEGATED QA FUNCTIONARY
    Elective  61592   National Diploma: Human Resources Management and Practices  Level 5  NQF Level 05  Reregistered  2023-06-30  As per Learning Programmes recorded against this Qual 


    PROVIDERS CURRENTLY ACCREDITED TO OFFER THIS UNIT STANDARD: 
    This information shows the current accreditations (i.e. those not past their accreditation end dates), and is the most complete record available to SAQA as of today. Some Primary or Delegated Quality Assurance Functionaries have a lag in their recording systems for provider accreditation, in turn leading to a lag in notifying SAQA of all the providers that they have accredited to offer qualifications and unit standards, as well as any extensions to accreditation end dates. The relevant Primary or Delegated Quality Assurance Functionary should be notified if a record appears to be missing from here.
     
    1. Business Management Training College (Pty) Ltd 
    2. DC Dynamic College of Commerce & Further Training (Pty) Ltd 
    3. GLOBAL BUSINESS SOLUTIONS 
    4. IQ Academy (previously known as Fernwood Business College) 
    5. MSC Education Holdings Pty Ltd 
    6. T & T Appointments 



    All qualifications and part qualifications registered on the National Qualifications Framework are public property. Thus the only payment that can be made for them is for service and reproduction. It is illegal to sell this material for profit. If the material is reproduced or quoted, the South African Qualifications Authority (SAQA) should be acknowledged as the source.