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Contents

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HRManagement Talking Point

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Managing your team in a downturn

IHRM Governing Council Executive Commitee IHRM Pictorial

July 2008 KNEC Result Analysis

How to restore morale after layoffs

Message from the Executive Director

IHRM Training Programme 2009

The changing world of work Technology Using the intranet to automate the HR function

Career Moves

Pension administration Maintaining good scheme governance

Cover: Hard Road Ahead

Why implementation of the new labour laws remains a challenge Spirit behind new laws noble, but implementation won't be easy When employees your crash and burn

The HR Dilemma

Tough Choices: Outsourcing vs Internal recruitment

Perspective

The gods of gold Jan-Feb2008

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InstituteofHuman ResourceManagement

HR Management, is the official journal of the Institute of Human Resource Management, and is published bi-monthly. Editorial Board | Samuel Kiura, Samson Osero, Milka Murimi Published on behalf of the Institute of Human Resource Management, by: Synergy Publishing. P.O. Box 20900-00202, KNH Nairobi. [email protected] Advertising Sales: Global Futurewise Limited Twiga Towers, 4th Floor Tel: 246067/3555360 Design and Layout: J. Ngige Tamka Tel: 0202135343 (Nbi), 020 2092023 (Meru) Cell: 0722 38 58 36 Cover Art: Yofi Juma [email protected] HR Management welcomes news, stories, announcements of events and ideas for articles. These should be accompanied by a telephone number and email address. The views expressed by the contributors are not necessarily those of the Institute of Human Resource Management. P.O. Box 6132 - 0300 Nairobi. Tel 213745/240213., Email: [email protected] Website: www.ihrm.or.ke IHRM Governing Council Chairman: George Hapisu Vice Chairman: Paul Kasimu Directors: Adrian Muteshi Benson Wabule Osborne Kilasi Elijah Sitimah Lawrence Ndombi Susan Kiama Selina Makokha Christina Were Esther Nyongo Bashir Mburu Joseph Mwangi David Kiambi Dominic Ooko Robert Mugira Joseph Sikueya

Talking Point

especially international NGOs have already complied. How strategic is your HR function? Did you know that you can partner with your ICT department to "take HR to the people?" The article, Interactive HR: Using the intranet to automate your HR function, is an insightful piece that shows you how you can use the existing ICT infrastructure to innovate your organization's HR function as well as bringing bringing HR closer to employees by promoting "self serve HR" . The Changing World of Work highlights some of the challenges that confront today's employee. With the current global down turn, this article is especially poignant. In her inaugural column, The HR Dilemma, Caroline Kayando delves into the merits and de-merits of oursourcing the recruitment function. The global recession has given rise to other emerging issues such as stress and burnout in the workplace. Felix Opondo, draws attention to this phenomenon in his article, When your employees crash and burn, where he gives valuable advice on getting a handle on the problem. You could be having cases of burnout in your organization without realizing it! I take this opportunity to congraltulate our new Excutive Director, Samson Osero. We wish him all the best as he assumes his new responsibilities.

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et me begin by wishing our esteemed readers and advertisers a happy and prosperous New Year. The newly enacted labor laws, which were eagerly awaited by Kenyan workers, have proved to be rather challenging for employers to implement. Although the spirit underpinning the new legislation is noble, certain realties have to be confronted. These are highlighted in our lead story, Hard Road Ahead: Why implementation of the new labour legislation remains a challenge, Luke Anami, comprehensively examines the hurdles that have to be overcome before Kenyan workers can fully enjoy the benefits of the new legislation. Employers, it must be noted, are not against the laws per se, it is the nuts and bolts, as it were, of implementation that is of utmost concern. Joseph Sekueya builds on this when he argues that although the laws are well intentioned, implementation will not be easy. In the article, The Spirit behind New Legislation Noble, But implementation will not be easy, he argues that the new laws will positively impact employee relations where the employees rights will be better protected. Some organizations have already implemented them. He points out that civil society organizations,

Milka Murimi

Membership Secretary & Admin Manager

Chairs: Membership Committee: Robert Mugira Finance and HR Committee: Elijah Sitimah Continuing Professional Development Committee: Selina Makokha College Board: Susan Kiama

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Executive Commitee of the IHRM Governing Council

George Hapisu Chairman

Paul Kasimu Vice Chairman

Selina Makokha

Robert Fabian Mugira

Continuous Proffessional Development Committee.

Membership Committee

Elijah Sitimah

Susan Kiama

Finance and Human Resource Commitee

IHRM College Board

We shall stay the course

New Year message from the Chairman

Dear IHRM members,

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et me begin by wishing you all a happy and prosperous new year. We are not only beginning a new year, but also I believe a new chapter in the life of the Institute. The road ahead is long and fraught with both challenges and opportunities but with your support, we shall stay the course. In 2009 the IHRM Governing Council will work towards legal and regulatory reforms that will guide the management of the HR profession in Kenya. We shall also seek to establish strong partnerships with other stakeholders. This will ensure that our

profession gets to receive the recognition and support it deserves. To drive these initiatives and ensure continued growth of our Institute, a number of growth strategies will be implemented. These include the establishment of research and development in the field of HR Management, the identification of leadership opportunities for the HR profession, strengthening the capacity at the Institute for effective service delivery to members, the expansion of the Institute's activities in the wider EA region and the possible introduction of HR degree programmes. In order to serve the rising needs of a rapidly expanding membership base, plans are

underway to open more IHRM branches in other major towns out of Nairobi. The road ahead is long, the challenges many, but with your support, we shall stay the course and these objectives will surely be achieved. We are pleased to inform you of the appointment of Samson Osero as the new Executive Director of the Institute. We take this early opportunity to congratulate him and wish him the best in steering the Institute to greater heights. Let me once again wish you a happy and prosperous New Year!

Please send your comments, suggestions and feedback to the Editor at: [email protected]

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IHRM NEWS

IHRMCOLLEGEPICTORIAL

DiplomaandhigherdiplomacoursecompletionpartyNovember2008

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IHRM Executive Director, Samson Osero, addresses the departing students

2. Edward Omwenga, Class Reperesentative Diploma, evening class, addresses fellow students 3. Joshua Challo, Assistant Class Representative, Diploma full time class, receives his certificate from the Executive Director. 4. L-R: Nancy Ombati, IHRM Lecturer with Steve Oduor IHRM College Office Assistant 5. Front Office Assistant, Tabitha Wanjiku receives her certificate 6. Caroline Maina, Class Representative Diploma full time, receiving her certificate of appreciation from Harry Mege, Lecturer, IHRM College

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Nov-Dec2008 Jan-Feb2009

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From the

Executive Director's Desk

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By Samson Osero

appy New Year! I hope that you enjoyed your festive season. You are now superbly re-energized profession. It will govern the practices and ethics of human resources management in all sectors of the economy. It will provide an institutional framework that shall empower the Institute to develop standards for the development and certification of the human resources professionals in Kenya. This initiative will go a long towards growing the HR profession to great heights in comparison with other already established professions. In 2009 we intend to spearhead the HR Agenda in Kenya by repositioning the Institute to become the recognised national voice for HR professionals. We will promote dialogue between HR professionals and other business partners to resolve HR issues The Institute will support the establishment of it's branches in major cities of Kenya to reach out to other HR professionals who are not at our Nairobi headquarters. In this regard, the Coast branch will be launched to meet the professional development needs of members in Mombasa. Plans will be underway to establish the Western Kenya branch at Kisumu City to serve members in Nyanza and Western provinces. We look forward to a productive working year in which we shall endeavour to actively involve you in our activities. at the workplace. We will also participate in current debates on HR matters of national importance.

and ready to meet the opportunities to render your service to meet the objectives of your organisation. At the Institute we are gearing ourselves to continue promoting the human resource management profession in Kenya. One of the substantial achievements that the Institute is working towards the development of legislation for the profession. Work on drafting the required bill is on-going in readiness for your inputs and deliberations. The purpose of the legislation will be to regulate the entry, registration and conduct of practitioners in the human resource

New Members as at Dec 31st 2008

Jonathan Kipchoge King'ola Francisca Nduku Laban Oronyi Omwando Susan Wambui Kinyeki Judy Chebet Grace Wangari Ndungu Otieno Hillary Okeyo Enos Namasaka Munyasia Judith Atieno Oketch Mohamed Sheikh Abdi Susan Wendot Mary Mutheu Musau Mariamu Amusabi Amusala Elphas Duncan Abwawo Joel Sangok Samdala Nina Wambui Kamau Violet Nakhumicha Wasike Rosemary Akinyi Kijana Gikenye Alice Njeri Soittara Claudiah Simaiya Rukhunga Yvonne mwendwa Muchama Yvonne Moraa Kiarie Anthony Keru Ludate Edward Sokoine Njoroge Anjela Wanjiku Kalama Kevin Ngatata Odanga Carolyne Achieng Musyoka Faith Mwende Maingi Margaret Wanja

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The changing world of work

The dual forces of globalization and technology are making an impact in the modern workplace. Consequently, our perceptions of work and how we work are bound to change. This article looks at these changes and what they mean for both the employees and the organizations they work for.

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he 21st century workplace is changing, and changing fast. As the forces of globalization and technology make themselves felt, we are forced to change the way we understand work, and the work environment. Advances in technology, now make it possible for people to work from home (tele-working). Employees can have "virtual" offices in their homes from where they will be able to email work directly to head office, other branches or even clients. Managers will manage people far less closely. Their roles will also change; to that of facilitating processes, systems and resources in order to achieve results. In their continuing struggle to stay in business, companies are downsizing, restructuring and merging. A case in point is the merger between telecomm giants Nokia and Siemens. Closer home, the merger between technology companies, Access Kenya and Wanainchi online, reflects this emerging trend. So, what does this mean for today's employee?

For today's employee, the changing world of work has the following four implications: Impact on job security: Today, there

is no such thing as job security. As a result, today's employee needs to redefine the concept of "loyalty" between the organization and him/her.

Innovation and creativity: Employees

must now be more creative and innovative. If they are to survive. As an organization, your competitive edge will lie in your ability to transform ideas into better ways of doing things.

What does this mean for organizations?

One must adapt: Employees (and

managers) must change the way they work and do business, in order to cope with the demands that the new world of work demands. For instance, an increasing proportion of employees will not be full time staff members, but will work as part of a small business doing contract work for several organizations.

The new world of work also requires managers to be flexible and innovative. It will also demand a higher level of skill in recruitment. This is because the right human capital must be attracted to organizations. Companies will benefit from advances in technology in that they will now be able to deliver their goods and services more quickly and cost efficiently. Federal Express (Fedex), is a good example of how technology can be used to reap greater operating efficiency. The courier company, which boasts a fleet of about 407 planes, has embraced ICT in managing it's supply chain. It is now able to guarantee worldwide deliveries within 24 hours.

Reference: All About Human Capital Management, 2003 edition, WriteStuff Publishing.

Multi-skilling: The new world of work

will erode the concept of specialization. The worker's role will be far broader than his/her original job description. Job descriptions, will in fact, disappear, and workers will have to become multi- skilled.

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Technology

Interactive HR: Using the intranet to automate your HR function

The HR function is increasingly being considered strategic by many organizations today. Samuel Kiura, shows how HR departments can utilize the corporate intranet to strategically position themselves.

should be able to access every development tool and service available on the intranet from any point of the network. Some of the tools and services that can be made available on the intranet include the following:

Empowered employees:

O

The first (and main) reason is the need to shift the day -to-day work from the HR department to employees. This empowers them in the sense that they now have a sense of control over their work lives.

Interactive training (e-learning):

Interactive training includes every computer based program, the text of which is made up of texts, exercises, simulations, and learning assessment aimed at conveying or developing a particular skill.

Corporate Integration:

ver the last 30 years or so, the HR function has evolved from "personnel" (where it was viewed as an essentially clerical/administrative function) to "Human Resources" (where it is now considered a strategic part of an organization's overall success). As the HR function changes from transactional to strategic, the need to automate HR processes and functions across the business has never been greater. This scenario has largely been driven by the need to free HR departments from the day-to-day transactions (paper shuffling) so as to concentrate on more strategic issues. The idea is to "push", as it were, more personnel data out to line managers (who can take responsibility for their own employees) and further out to end users themselves. One of the ways of doing this is via the use of a corporate intranet. The corporate intranet is the organization's "private face" where employees get their information and then get off and go back to work. It's appearance is simpler and more casual. Its built for speed, not glamour.

Cost: Intranet HR saves on the cost of doing business, in the sense that the time spent on carrying out transactions manually (e.g filling in paper based forms) is drastically reduced. Other savings include reduced stationary costs. Efficiency: Intranet HR systems streamline

HR processes and make them more efficient. Organizations can improve their communications with employees. Employees can easily access information on issues such as benefits plans, learning and development opportunities, vacancies etc. Intranet based applications replace paper documents with electronic transactions, shifting the day to day work from the H R department to employees.

It's major purpose is to present the company to new employees by showing them the business areas, operational units, company policies, and on-line versions of the most commonly used documents sch as leave forms, purchase requisitions, the induction booklet, the organization's HR manual, and even pension application forms. A bulletin board can also be incorporated.

provide employees with information about the qualifications to be met in order to further their career in the organization. This section may include; · Key skills by level · Job Role/management challenge · Skill definitions · Detailed skill definitions · Curriculum Vitae Its main purpose is to act as a database for employees to enter their development histories, that is, the courses they have taken. There are seven key issues that need to be taken into account when planning the implementation of an intranet project;

Partial Career development management: Its main purpose is to

Value adding: By shifting routine tasks to

employees and line managers, existing HR workers are left with time to do more strategic work. This adds value to the HR function.

Why put HR on the Intranet?

Interactive HR

There are four main reasons that justify this investment:

The main purpose of putting the HR function on the intranet is to make it more interactive; Information is available to users within a single environment. With a password, employees

A clear vision: There should be a clearly

defined vision for the intranet. The intranet must be tied to a clearly stated business

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objective. It must help the organization to function better.

system should have the following features;

Address

Management support: Get the support

of senior management. They can help in dealing with funding, information access, turf wars and access to users. User identification: Identify a key user group, build a prototype, and sell them on the idea. Once they are convinced of the intranet's usefulness, these groups can be used to sell the idea to others.

Shared

Documents should be saved in a standard file format so that all employees can open files without having compatibility issues.

access

to

documents:

Controlled

Costs: Have a clear idea of the expected

costs and the work to be done. Leverage the equipment and talent already in place. The ICT department can help with the software and hardware issues.

The Intranet should be password protected. HR records, corporate communications and other proprietaryinformation should be carefully guarded from intruders. A sophisticated intranet will allow for different access levels. Controlled access also makes the intranet more flexible and greatly widens the range of uses.

access:

book: A comprehensive list of client, vendor and employee contact information makes a great addition to a company intranet. Not only is it easier to search, it is also faster and less expensive to update. Intranet search engine: No matter how well things are organized, sometimes a key word search is the best way to find something. An intranet search engine is a text field where you type in a key word and click "search". The intranet will be scanned and a list of matching results will be displayed. Task management: This is an interactive

"to do" list. Managers can add tasks for their direct reports to complete. Employees can check for new tasks every day.

Event

Implementation committee: Set up a

committee to decide on the contents of the intranet and, if possible, keep it in place to handle issues as the intranet grows.

User education: Educate everyone in

the company on how use the intranet and also on the benefits it will provide.

calendar/scheduler: A centralized scheduling system ensures that everyone stays on the same page. It allows meetings and events to be scheduled from a company, department, and team level. When such meetings are posted all affected personnel will be notified. Also, if the intranet is set up with appropriately controlled access, it's possible to give individuals the flexibility to schedule their own meetings and tasks. Message boards: Message boards allow

employees to vent their frustrations and work out solutions. This unique forum promotes the sharing of ideas that may not occur in face to face discussions. It also fosters communication between departments.

Individualization:

Intranets should ideally conform to the individual user. For instance, you could have a "Smart Menu" that gives a list of the twenty most commonly used intranet features. These features can be conveniently positioned in a drop down list at the top of the intranet page for convenient access. Putting the HR function on the corporate intranet not only saves money and time, but it also improves data accuracy and gives employees control over their own information.

Maintenance:

A corporate intranet must be maintained and grown. If it is not maintained it will die.

Features of a good intranet 8 Jan-Feb2009

For maximum efficiency, a good intranet

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Main Feature

Hard road ahead

Why implementation of the new labour laws remains a challenge

Organizations are finding it difficult to implement the recently enacted labour laws. Luke Anami highlights the various issues that need to be tackled if employees are to fully benefit from this labour legislation.

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he various hurdles facing the full implementation of the new labour laws are likely to continue into the New Year, more than a year since they were enacted. As the wrangles between the Labour Minister and stake holders drag on, nothing tangible seems to have been agreed upon by the tripartite members that could let Kenyans enjoy the benefits of the Acts that were enacted in 2007. What was intended to be President Kibaki's Christmas gift to Kenyan workers in 2007, has instead turned out to be a long running argument between the government,employ ers(represented by the Federation of Kenya employers, FKE) and workers (represented by the Central organization of Trade Unions, COTU). With economic growth now projected at a measly 2.1 per cent, there is little hope that the Kenyan worker is likely to benefit from the new legislation anytime soon. Patrick Obath, Federation of Kenya Employers (FKE) National Chairman observes that implementation has been slow,

"We have been disappointed by the slow pace and lack of action by the Minister for Labour in providing a conducive platform for the implementation of the New Labour Laws", he said. The Central Organization of Trade Unions Secretary General Mr. Francis Atwoli is equally disappointed by the lack of leadership displayed by the labour Ministry. "The President should replace [the labour minister] with one who understands labour issues, who can uphold workers rights and ensure cordial relations between COTU and FKE." He said. Atwoli, who spoke during the official opening of a regional workshop by the International Trade Unions Confederation (ITUC) at a Nairobi hotel in December last year, criticized the way the Labour ministry was being run, observing that it was "the most confused and disorganized ministry in Government".

fundamental issues are dealt with, the most important being the cost of implementation. The biggest hindrance to the implementation process has been the allocation of funds to the Ministry. Indeed during the FKE luncheon held at the Laico Regency in August last year, the Deputy Prime Minister, Uhuru Kenyatta who was representing the Prime Minister Raila Odinga at the function, wondered whether the Government carried out a survey to find out the cost the Government would incur in implementing the laws. "I am aware the FKE also feels there is inadequate budgetary provision in the Ministry of Labour and Human Resource Development to ensure proper implementation of the five Acts." Uhuru said. The Labour Ministry was allocated less than a billion Kenyan Shillings in the 2008 budget, an allocation that cannot enable the ministry to operate effectively, let alone carry out the implementation process. It will be recalled that when a task force to review the archaic labour laws was enacted in 2001, the process was funded by the American

Difficult to implement

Just why are the Acts so difficult to implement? Labour experts argue that implementing these laws will be difficult unless certain

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government through the International Labour Organization (ILO).

Capacity to implement

Task force

The Task Force was composed of nominees from the wider society as well as representatives of key stakeholders namely the FKE, COTU and the Government. To date, there is little evidence to show that there is continued proper funding in place to iron out the constitutional flaws presented by the laws. This state of affairs has compelled the FKE to seek redress in the courts. For instance, the Ministry, Industrial Court and Employers do not have the financial resources to implement this legislation as a whole. Taking the office of the Occupational Safety and Health in the Occupational Health and Safety Act 2007 (OHSA) as an example, the office of the Director of Occupational Safety and Health will need considerable financial resources. The Directorate must increase its staff complement to service claims from all over the country; it also has to establish offices in the districts and build technical capacity to deal with claims. The current budgetary allocations did not factor in the implementation of the new labour laws. Furthermore, under the Occupational Safety and Health Act an Appeal system is required. This has not yet been set up hence making the implementation of some of these provisions virtually impossible.

The capacity of the Ministry of Labour to supervise the implementation of the laws has also been questioned. The Ministry lacks the capacity to supervise the process as it is understaffed. A senior ministry official on condition of anonymity intimated that in the Labour Ministry officials are demoralized as a scheme of service has not been implemented. This puts the logistical arrangements to oversee the laws implementation in doubt. There is a major concern that none of the Acts is capable of operationalization in its entirety without the requisite Rules being made. Some of the provisions of the New Labour Laws are as a result, impossible to implement.

formed National Board is in doubt after the tripartite members, COTU and FKE contested the composition of the Board which they perceived as being heavily skewed in favor of the Government, further delaying the implementation of the new laws. The National Labour Board's sole duty is to advise the Minister on pertinent Labour Law matters such as, systems of labour inspection, the administration of labour laws and the setting of compensation benefits in accordance with the Work injury Benefits Act among other issues. In apparent defiance of the tripartite members, the Minister went ahead and appointed nine Government appointees (out of the total fifteen) to the labour board. "The Minister has also appointed persons we consider are unknown in the Industrial Relations field contrary to the requirements of the Act which requires that such persons have experience and expertise in labour relation matters" observed Engineer Obath. "Since the quorum for the conduct of business is half of the members, regardless of whom they are and the decision of the board is to be reached by a majority of the members present. The Government can therefore meet and make decisions on its own!" he further observed.

"the Ministry,

Industrial Court and Employers do not have the financial resources to implement this legislation as a whole

"

Fundamental issues

Industrial Court

Part III of the Labour Institutions Act 2007, establishes the Industrial Court. The court shall have jurisdiction throughout Kenya. The principal judge is empowered to establish and gazette divisions of the court, as he deems necessary. The Chief Justice may also designate a Magistrate's Court to hear matters relating to labour. But so far this remains only on paper. The FKE and the Kenya Association of Manufacturers do not oppose the duration of the maternity leave per se. Their main concern is the high cost the employer will incur. They argue that the Employment Bill sent to Parliament had a clause that sought to cushion employers against such losses, but it was deleted. The clause read: "An employer who has paid a female employee wages during her maternity leave shall be reimbursed by the National Social Security Fund the equivalent of the wages paid by the employer during maternity leave or a lesser amount as may be determined in rules made by the minister for that purpose."

"The Rules and Regulations should have been prepared and ready for gazettement at the same time as the Acts" so argues Jacqueline Mugo, the FKE Chief Executive. For instance, Section 8 of the Work Injury Benefits Act provides for a period of registration by employer's business details with the Director of Work Injury Benefits. The prescribed procedures that employers will be required to follow to do this is not in place and ought to be provided for by the Rules. Indeed, the Labour Minister while officially opening a five day stakeholders workshop in September 2008, called for the fast tracking of the formulation of the required Rules and Regulations which will ensure the operationalization of the new labour laws for the benefit of not only the workers and their employers, but the general public as well.

Certain sections of the new Acts raise fundamental issues which must be dealt with by all stakeholders. Section 7 of the Work Injury Benefits Act provides for employers to insure all their employees against work injuries through an insurer approved by the Minister. The Minister has not yet approved these insurance companies thus making it impossible for employers to comply with this provision. Employers are now being held at ransom by the Insurance companies because they have started revising their premiums upwards and putting conditions for employers to comply with before they can be covered. In the meantime, as the tussle between the tripartite members continues, the fate of the impoverished workers now living from hand to mouth due to the current hard economic times continues. Going forward, FKE and COTU should put in place a tripartite review of the strategy and policy to chart the way forward for the Labour environment in Kenya.

The writer is an Associate Consultant at FKE. Contact: [email protected]

National labour board

The New Laws require the formation of a national labour board. However, the impartiality of the recently

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Spirit behind new laws noble, but implimentation won't be easy

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The New Labour Laws are well intentioned but their implementation will not be easy writes Joseph Sikueya.

the management of the enterprise. However, there are certain aspects of the Acts which did not incorporate the gains which these organisations have made before their enactment. For example, already a number of these organisations provide their employees with benefits such as a group life policy which is applicable 24 hours regardless of location. This benefit provides compensation for employees in case of accidents. These organisations are now required (in addition to what they already have) by the new laws to insure their employees against accidents which may occur at work. Is this is not a duplication of resources? International organisations also provide extra benefits such as career breaks to their employees to take care of their children or parents,(time offs), breastfeeding centres, extended maternity leave and sabbaticals.

he newly enacted labour legislation is bound to provide a dramatic shift in the management of people at work. This piece of legislation will play a fundamental role in creating a conducive atmosphere for employees to work in. Although, they have already been signed into law, some sections of the new labour laws may require amendments or outright deletion as they are still contentious The review of the existing laws was conducted in the spirit of the tripartite tradition of social dialogue and consultative machinery. A Task Force made up of worker representatives (COTU), Employers (FKE), the Government and experts in various fields, designed the new labour laws which were enacted in 2007. Support to the Task force was provided by the International Labour Organization (ILO) and the Kenyan Government. The new law incorporates the principles of the 1998 ILO Declaration on Fundamental Principles and Rights at Work which the Kenyan Government is a signatory. The following six core labour statutes were either repealed or amended: · The Employment Act, Cap 226, · The Regulation of Wages and Conditions of Employment Act, Cap 229, · The Trade Unions Act, Cap 233, · The Trade Disputes Act, Cap 234, · The Factories and Other Places of Work Act, Cap 514, and · The Workmen's Compensation Act, Cap 236. These were replaced with the following Acts which have been enacted into law: · The Employment Act, 2007, · The Labour Relations Act, 2007, · The Occupational Safety and Health Act, 2007, · The Work Injury Benefits Act, 2007, and, · The Labour Institutions Act, 2007.

Labour Statutes

Challenges

These benefits, though well intentioned, are somewhat difficult to implement. The calculation of benefits accruing to employees who have been injured in the line of duty, for instance, is difficult to accurately carry out as there is no maximum ceiling set; it is open to wide interpretation. Generally speaking, if these laws are properly implemented, they will lead to good management practices. They will compel employers to design and implement fair employment policies in order to avoid litigation. This fits well with the principles of natural justice. Whereas these Acts may seem difficult to implement, it is the responsibility of employers to plan and manage their labour more productively so as to recoup their investments. Research has shown that employers who have fair and democratic labour policies reap major benefits such as higher productivity and profitability. This is what the new legislation is all about.

Implementation of the new legislation is fraught with many challenges. In my view two of these stand out:

Implementation period:

The implementation period allocated for the new legislation is too short. These laws require time to be tested. This will enable employers to have quantifiable evidence which would then be used to amend or repeal sections deemed to be too burdensome from the employer's point of view.

Limited Capacity:

The capacity of the government institutions and agencies to monitor the implementation and provide a fair assessment of their success or failure is limited. Assurance from government that the results of a fair assessment will be the basis of discussions for the required amendments will provide an impetus for employers to implement the laws in full. There is no excuse for poor HR practices in the management of people at work as the legal framework now exists. The creation of an enabling business environment will cushion employers from burdensome costs associated with the new labour laws. There is also need to improve the poor state of infrastructure. This includes addressing the high costs of power, and putting in place reliable internet access. Finally, the creation of a legal frame work to regulate and standardise HR practices in the country will go a long way in supporting fair labour practices.

The writer works for an international organization.

Benefits

These laws provide a number of benefits for employees as well as obligations for employers. Some of the benefits accruing to employees include the provision of insurance cover to benefit redundant employees, conversion of casual employment to term contracts, provision of 21 days' annual leave for all employees, three months' maternity leave for women employees and 2 weeks' paternity leave for male employees, among other benefits.

Exploitative practices

Eliminating exploitative practices such as casual employment, long working hours, unsafe work places, and discrimination in the work place are dealt with by the new legislation. This will indeed motivate employees to do more for their employers. Impact on International organizations Most international organizations have already aligned their HR practices with ILO Declarations. That is why in these organizations, workers are recognized as stakeholders with a right to participate in

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When your employees crash and burn

Handling burnout in the workplace

Do you suspect that some of your prized employees are on the verge of burning out? Felix Opondo gives guidelines on handling the situation.

is a human reaction to ongoing stress. It essentially relates to feeling that your inner resources are inadequate for managing the various tasks and situations presented to you. Although the signs and symptoms of burn out are similar to those of stress, emotional exhaustion and an increasingly negative attitude towards one's work are the defining characteristics of burnout. perfection may increase one's chances of getting burnt out.

Signs of burn out

Some of the signs and symptoms of a burnt out employee include... - A marked rise in interpersonal problems - Emotional fatigue - Low productivity - Health problems - Obsessive thinking especially when religious and recreational practices fail to sustain us in the face of what we deal with on daily basis. Some of the consequences of burn out include... Loss of purpose in life Having one's self image destroyed Feeling alone in the world Being filled with resentment and bitterness

What causes burn out?

There are eight major factors that may lead to employee burnout. These include: · Maintaining a fast paced lifestyle: When your employees fail to "pace" themselves their stress levels shoot up. One can tell when he/she is pushing him/herself too hard when people make comments like, "you need to slow down". · Failure to delegate: This is especially true of high achievers who try to do everything by themselves as they don't trust others to do it for them. · Emotional supporters: Excessive contact with other peoples' problems may also lead to burnout. Employees who people find easy to confide in by providing a "shoulder to lean on" soon become emo tionally exhausted themselves. · Unrealistic expectations: Setting unrealis tic or unattainable goals especially with high achievers. The harder they work the more they see themselves as failures and become frustrated · Overloaded schedules: Maintaining a heavy schedule that doesn't allow time for relaxation is a sure way of burning out. · Misplaced priorities: There is need for employees to create a work/life balance. People with misplaced priories tend to neglect their families using their "busy" schedules as justification. Their whole life revolves around their work. They eat, sleep, breath and talk work. Their friends are those involved in their work. If at all they play games, it is with people from work. If they play games it is with the people from work. If they have guests in the evening, it is to discuss work. · Poor physical condition: People who are in poor physical shape, have a higher chance of experiencing burnout. · Perfectionism: Striving for continuous

A

s organizations around the world brace themselves for the tough economic times ahead as a result of the deepening global economic crisis, the employees of many organizations are finding themselves under increasing pressure. As companies downsize as a result of reduced demand for their products and services, those employees that do survive the axe find themselves facing increased workloads and tighter performance appraisals. As a result of these pressures, the likely hood of "burning out" as a result of work related stress dramatically increases. "Burn out" is defined as, "a psychological condition brought about by unrelieved work stress and manifested by fatigue, frustration and exhaustion". It occurs when a series of events in a relationship, way of life or job fails to produce the expected results leading to low energy levels, reduced immunity to illness, increased dissatisfaction and pessimism with one's job. There is also a marked increase absenteeism and inefficiency. Burn out is a debilitating that has the power to weaken, even devastate otherwise healthy, energetic and competent individuals.

Dealing with burnout

Burnout can be handled on both the personal and organizational level.

At the personal level...

You can avoid becoming a burnout victim by... · Dealing with denial. Listen to the wisdom of your body. Freely admit and come to accept that you are under stress. · Identify sources of your stress: what are the factors in your life or work environment that trigger your stress levels? Can they be avoided (or at least controlled?) · Slow down: make an effort to try and reduce the frenetic pace of your life. If your anxiety increases with certain areas of work (such as meetings, and long hours) see if you can either eliminate those risks, or take a new approach all together. · Lower your expectations. Don't expect too much too soon · Remember no one is perfect: Not even you. Making mistakes is only human. If you are by nature a

What is the difference between stress and burn out?

Burn out goes beyond excessive stress. It

2

Jan-Feb2009

HRManagement

limitations.

At the Organizational level....

·

· ·

·

perfectionist, try to get a grip on your "perfectionism". Avoid procrastinating: Get things done on time every time.This will drastically reduce your exposure to burnout. Learn effective time management. Humor: Cultivate a sense of humor. Rid yourself of irrational thoughts: Dispel any irrational thoughts you may have about your self and the events around you. Be assertive: learn to say No. Decide what you can do and what you must do,

and what you can delegate. · Work on your relationships: Try and work towards having a harmonious relationship with your co-workers and other people in your life. · Meditate: Learn to meditate. Meditation is an effective way of dealing with stress. It focuses on deep breathing which allows tension to leave the body. · Exercise regularly: Take time off and join the gym. Regular exercise is a good way to de-stress. · Rest: Learn to get enough asleep. · Know your limits: Be aware of your

· Encourage delegation: Encourage employees to share their workload. This not only reduces stress levels, but also enhances productivity. · Organizational Structure: Try to create organizational structures that promote efficient workflows and encourage the reduction of barriers between various positions(eg flat organizational structures). · Encourage a culture of work planning: Encourage employees to take self improvement courses in time management. This will engender a culture of effectiveness. · Address dissatisfaction at work: identify issues and concerns that make employees feel discontented with their work or work environment and ensure they are promptly addressed. · Communicate: Encourage a culture of healthy communication across the organization.

Felix Opondo is a Principal Government Counselor, Office of the President, Ministry of State for Public Service and a senior lecturer at the IHRM College. Contact: [email protected]

Regular Proffessional Day, Evening & Saturday Courses

COURSE

a) b) c) d)

ENTRY REQUIREMENTS

A Degree from a recognized University or A Diploma in Personnel Management or KIM Diploma in Business Administration Or Any other Diploma acceptably by KNEC KCSE average CKCE Division III KACE or Or

HIGHER DIPLOMA IN HUMAN RESOURCE MANAGEMENT

DIPLOMA IN

PERSONNEL MANAGEMENT Attendance Patterns Diploma and the Higher Diploma:-

a) b) c)

Daily Attendance:-

Option 1 - 8.30 am ­ 4.00 pm ­ Fulltime ­ Diploma only Option 3 - 2.30 pm ­ 5.00 pm (Afternoon)

Option 2 - 11.30 am ­ 2.00 pm (Lunch time) Option 4 - 5.30 pm ­ 8.00 pm (Evening)

Combining Weekdays & Saturday:Option 1 - Mon/Wed/Fri ­ 5.30 ­ 8.00 pm Plus Saturday Morning

Higher Diploma Classes Only

Option 2 ­ Mon/Wed/Fri ­ 2.30 ­ 5.00 pm Plus Saturday Morning

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TRAIN WITH HRM SPECIALISTS

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P.O. Box 4322-00200 Nairobi, Kenya, Tel: +254 (0) 20 2217490, +254 (0) 20 2248095 Fax: + 254 (0) 20 2244557 Email: [email protected] Website: www.ihrm.or.ke

HRManagement

Jan-Feb2008

3

The HR Dilemma

Tough Choices

Outsourcing vs Internal Recruitment

In her inaugural Column, Caroline Kayando looks at the merits and demerits of outsourcing the vital recruitment function.

I

n today's rapidly changing market, attention is being paid on the most effective hiring practices. The recruitment landscape has certainly changed. There are diverse recruitment services on offer in the market. Take a look at the last hire you made. Did you do it internally, or did you outsource for the candidates? Whatever the resourcing strategy chosen, a strong case for each decision can be made.

organisation. The recruitment process involves a systematic procedure from sourcing the candidates, to arranging and conducting the interviews. This process is usually time and resource intensive. Regardless of the sector of the economy that your organization operates in, you will most likely receive a large number of applications. Entry level positions tend to attract more applicants compared to more senior positions. The process of sifting CVs for selected candidates to interview, could take anywhere from two weeks to two months till the final decision to hire. It can also be a nightmare to get the right candidate for some positions. There are many accountants or marketers in the market, for instance, but getting the accountant or the marketer that fits your talent and role profile will not be easy. This is where a Recruitment Process Outsourcing (RPO) partner comes in.

The case for outsourcing your recruitment process There are six main factors justifying outsourcing your recruitment process: · Better understanding of the market: RPOs understand the labour

Recruitment

The term "Recruitment" refers to the process of sourcing, screening, and selecting people for a job. While HR practitioners can undertake some components of the recruitment process internally, most middle to large-sized organizations often retain professional recruiters or outsource some of their recruitment functions to external outsourcing consultants. The recruitment process is the first step towards creating a competitive edge and the building of a strategic advantage for your

dynamics in their source market based on the numerous positions that they fill regularly. Some RPOs even have access to specific pools of potential employees with the specific skills you need for the role, or have different strengths in conducting particular aspects of the process.

· Quality control: The use of an RPO

partner offers a marked improvement in quality, cost, service and speed.

· Faster Turnaround Time: From

the preparation of the job description

4 4

Jan-Feb2009 Jan-Feb2009

HRManagement HRManagement

and person specification, to locating and developing the sources of the required candidates, takes a minimum of about two weeks. Short-listing and identifying prospective employees is likely to take another week, with a fulltime staff allocated to the assignment. With a RPO partner, turnaround times from preliminary interviews to final recruitment are usually faster. The main advantage here is that you get to retain overall control of the process and be in a position to exert pressure on the outsourced firm as a paying client. Depending on the approach adopted, providers with an in-house database may take anywhere from two to four weeks especially where the positions have to be advertised.

recruitment process. RPOs may also fail to provide the quality or volume of staff required by their clients. This is especially true of fields with a limited labour pool (such as some aviation and medical specialism's).

· Low competitiveness: Placing

all recruitment in the hands of a single provider may discourage the competition that would arise if multiple recruitment agencies were used. As a company, alternate your RPO partners in order to drive competiveness for variety and value.

How to ensure the success of your RPO.

To get the most out of your RPO, 3 main factors must be in place: service offsite, leading to a disconnect between your growth & recruitment strategy, and the existing workforce within your firm. This is critical during a period of rapid recruitment growth. Among the positive effects that a company typically enjoys, is an overall workforce optimism that comes with personnel additions. This may be lessened with an offsite recruiting function. It is therefore important to have an onsite recruitment process as far as is humanly possible. Other than saving time, organizations with efficient hiring process that are viewed as employers-of-choice by potential staff may gain negligible benefits from using the services of an RPO. With tight budgets and a global economic recession facing many organizations, HR Practitioners now find it increasingly expensive to engage recruitment outsourcing partners. A typical recruitment process for a middle level manager costs approximately Kshs 250,000 in consultant and management fees and an additional Kshs100, 000 in newspaper advertisements. The costs significantly increase if the consultant has to carry out ability and personality tests. This is a clear indication that costs charged for external recruitment transactions are higher than those of the internal recruitment department. Using a recruitment process outsourcing partner can improve the quality of the selection process. However, the responsibility for meeting the organisations culture requirements, the appropriate conduct of the process, and for making the final decisions rests with you the client.

Caroline Kayando works with HR Consultancy, Kimberly Ryan and is a Member of the IHRM. Contact:[email protected]

· Economies of scale: Economies

of scale enable RPO providers to offer recruitment processes at lower cost, while economies of scale allow them to operate as high-quality specialists. These economies of scale come about as a result of a larger staff of specialist recruiters with access to comprehensive databases of resumes.

· Have effective processes and procedures in place: Before

· Recruitment tools: with RPO

engaging an RPO partner, you must ensure that the RPO provider has recruitment processes and procedures that work. An RPO solution may not work if your company's existing recruitment processes are performing poorly.

providers, you get to tap into a variety of recruitment tools and networks that can drive your recruitment process. For instance, for entry level and management trainee positions, your recruitment outsourcing partner may use an aptitude test such as Graduate Assessment Tests to ensure you have the right candidates.

· Good corporate image: RPO

partners may not resolve difficulties that you may have when hiring staff

· Cost efficiency: Finally, RPOs, may

stake claim to change fixed investment costs into variable costs that vary with fluctuation in recruitment activity. You may pay by transaction rather than by staff member, thus avoiding underutilization or forcing costly layoffs of recruitment staff when activity is low.

sector of the economy that your organization operates in, you will most likely receive a large number of applications.

"Regardless of the

The case for internal recruitment

The use of recruitment process outsourcing partners may have 3 major disadvantages.

"

· Missed targets: Failing to clearly

define your overall recruitment strategy and hiring objectives, may result in the recruitment consultant failing to meet your needs. The success of your RPO can only succeed in the context of a well defined corporate and staffing strategy.

· Reduced effectiveness:

Outsourcing of company processes may fail or prove a poor organizational fit. A poorly implemented recruitment process can reduce the effectiveness of the

when your organization is perceived negatively by potential employees. This requires improved branding of your corporate image. Very few RPOs can successfully integrate your brand; they simply can't represent it as well as an internal recruiter would. Internal recruiting can drive brand representation and marketing. You can get around the branding problem by co-branding with your RPO partner during position advertising.

· On ­site recruitment: Most RPOs

perform their staffing functions and

HRManagement HRManagement

Jan-Feb2008 Jan-Feb2008

5 5

Perspective

The gods of gold

Allan Bukusi reflects on the recent socio-political happenings in the country.

T

he recent political happenings in our country remind me of an ancient story that depicts the sad consequences of mortal greed. The story is told of two shepherds who faithfully served their master looking after the flocks and herds by day and many times at night too. They served a harsh master but he paid them well. On one of these nights, an angel visited them on a lonely hillside by a small fire. They were discussing their lot in life and wished things could be better. The angel walked in on them as they were settling down for the night.

So he said sadly "your wish is granted" and left. Some years later, the master died and gave all his gold to his faithful servants. With all the wealth, they bought much land and many shepherds until they soon became lords o f the

They forever reminded the people that they were "gods of gold". A long time later the angel returned and this time announced, "It is time to go". The two shepherds turned to one another and told the angel with glee. "Ah, but we cannot go for we are gods of gold. Gods never die and the gold is indeed ours forever - according your promise". The angel replied "Alas that is true. And so you must both go to Hell and be buried in tombs of gold, for in heaven, to be God is to be just, as for gold -it is nothing but stone".

land. They "Greetings from above" said the angel. "Your could have Allan Bukusi is a leadership trainer and author of faithful service has not gone unattended anything and Thinking Leadership in Africa. He can be reached at and like all good and faithful service ever ything [email protected] it must be rewarded". The two they wished. shepherds looked at the angel in Soon they disbelief. They were amazed that began to treat anyone in heaven had noticed their the people far worse work. "And what is our reward" asked than the previous master did. the shocked shepherds. "Your reward is a choice. "Would you be gods or would you have gold? If you will be gods then you must come with me, if you will have gold then you must stay" I will be back for your answer tomorrow.

HayGroup

The shrewd shepherds did not sleep and crafted the matter all the next day into six small words. The shepherds were ready with their answer when the angel returned. They said, "We will be gods of gold". The angel opened his mouth as if to speak a warning, but remembered that he had been warned not to give advice.

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HRManagement

How to manage your team in a downturn (and come out on top)

As organizations brace for tough times ahead in 2009, management skills will be tested to the maximum. But as Lindsay Blakely writes, the current crisis presents a wonderful opportunity for getting the most out of your staff.

Great Game of Business, a coaching firm that teaches open-book management. He advises managers to start with what employees probably already understand, like operational numbers, and then connect the dots with how those numbers increase gross margin and generate cash flow. Above all, keep finance jargon to a minimum.

Focus on the future. There's no need to sugarcoat it: Pulling the company through the downturn isn't going to be easy, but emphasizing the challenge can have its benefits. "It's a great time for [your employees] to realize that they can play a role in discovering opportunities for the company," says vince thompton, a former manager at AOL and author of the book Ignited The You in "Team"

ayoffs have truncated staff; costcutting measures are threatening projects, and morale is in the toilet. From the manager's perspective, getting the most out of employees in this kind of environment can seem like a Sisyphean task. In fact, it's a perfect opportunity to rejigger processes and fix what's broken -- and managers are uniquely positioned to do just that. Here's how being candid with your employees, rewarding them in creative ways, and enlisting them to help make hard decisions can not only keep your team motivated but pull your company out of its slump. If a company is going to stay resilient, the staff 's collective commitment and collaboration are essential. In this environment, simply making an effort to be more visible and available to employees can spark productivity and bring the team together. For example, if you normally work within the confines of a walled office while your team toils away in the cube farm, grab your laptop and set up shop in a cubicle near them -- even if it's only a couple of times a week. Start showing up to the smaller meetings that you usually skip, or rearrange your travel schedule to cut down how much time you spend out of the office. In short, don't wait for employees to take advantage of an open-door policy. Go to them first, and ask how their work is going. This isn't about micromanaging -- it's about knowing firsthand what they need.

L

problem at hand: turning business around. "Have the confidence to not completely blame the economy," says Stanford business professor Bob Sutton"If employees believe that leadership can break things, they'll believe that leadership can fix things, too."

Don't just rely on the CEO's message.

An e-mail from the top explaining why the company is in the red can't tell employees much, which means mid-level managers need to be the interpreters. Speak to employees in small groups and be as candid as possible about where the company stands. This is also a good time to suss out any rumors. "Organize quick events to ask what people have heard and to answer any questions they have," says Dave Logan, a senior partner at Los Angelesbased consulting firm Culture Sync.

Set the Tone

It's easy to blame the economy for all the reasons a company is suffering: Customers are cutting back on their expenses, advertisers are trimming their budgets, and stock prices are sliding. These problems may, in fact, be attributable in part to the downturn, but going with the "It's the economy, stupid" defense sends a subtle but potentially dangerous message to employees: It implies that the situation is totally out of the company's hands and left in large part to fate. This is exactly the kind of attitude that raises anxiety levels in the office and disrupts employees' focus on the

Enlist the Team to fix what's broken

Traditionally, the top execs decide the strategy and let it trickle down. The problem with this tactic, is that it rarely makes the emotional case needed to mobilize employees around a common goal, says Paul Bromfield, a principal at Katzenbach Partners, which has advised companies like Aetna, Credit Suisse, and Pfizer. "This is about problem-solving

Open the books. Giving employees the numbers behind company performance clarifies where the business needs to change and how their jobs connect to the bigger picture. But be warned: "If you're going to be transparent, take the necessary time to teach employees about how the business works," says Rich Armstrong, general manager of the

HRManagement

Jan-Feb2008

7

and discipline, and that's where employees come in," he says. "Companies should be harnessing employees in the effort to identify where to cut costs and how." Not only will utilizing workers' expertise make them more invested in the company's success, it also gives management a more honest look at what's not working. Senior leadership tends to focus on just one area of cost-cutting, Bromfield says, like products, headcount, or moving operations off-shore. Employees, on the other hand, can use their collective wisdom to eliminate clumsy (and costly) procedures across divisions.

Get Back to the Work That Matters

The problem with a downturn is that while cost cutting is absolutely necessary, it can make everyone gun-shy about pursuing new initiatives and opportunities for investment. However, if your department, and in turn the company, is going to emerge from the slump in a competitive position, there are a few key investments you can't afford not to fight for now:

Customers

Learn about the customers of your weakest competitors, writes Michael Roberto, a blogger for Harvard Business Publishing and management professor at Bryant University. While competitors are busy shoring up their relationships with large, established clients, it could be the perfect time to swoop in and court their smaller customers. about the top performers already on staff, say Monster Executives Steve Pogorzelski, Dr. Jesse Harriott, and Doug Hardy, authors of a recent paper on how companies should invest in employees when business slows down. When the economy's bad, it's easy to think that employees are grateful to have jobs at all. But layoffs and budget cuts may cause good workers to look for better opportunities. Give

Here are four guidelines involving staff in the process:

for

really going to mobilize people, you can't do it from the top," Bromfield says. Find the key employees who hold sway in their departments and get them to embrace and spread the change effort. These are the people who know how things really work (not just the way they're supposed to work) and have a way of bringing together the right people to get things done. Form groups around the influencers and motivate (rather than mandate) employees to identify what's slowing down business. Often the best place to start is to look for processes and bureaucracies that annoy the team. Set a basic timeframe to achieve cost savings, but let each group work at its own pace. brown-bag lunches or other informal venues to talk to employees about their findings and where they might be hitting roadblocks. In the early 1990s, Bromfield's former client Texas Commerce Bank held focus groups with thousands of its employees to find out what procedures most frustrated bankers and customers. Using the feedback, the company nearly doubled its $50 million cost-savings goal.

1. Identify key influencers. "If you're

Research and Development

Take a cue from Apple's Steve Jobs. When asked by Fortune magazine recently about Apple's strategy for the downturn, Jobs pointed to how the company survived the 2001 tech bust by upping its R&D budget. "It worked, and that's exactly what we'll do this time," he told the magazine. Separate the value-added activities from the wheel-spinning exercises, Thompson suggests in Ignited. Instead of giving up on new projects in a downturn, shift focus so that the team is investing time in identifying and prioritizing the projects that will generate the most benefit for the company. Even if the final product will have to wait until more resources are available, doing the legwork now means the product will go to market faster when the time is right -- and employees will stay engaged in the meantime.

2. Let teams do the problem solving.

"When the economy's

bad, it's easy to think that employees are grateful to have jobs at all. But layoffs and budget cuts may cause good workers to look for better opportunities

3. Make it a conversation. Schedule

Vendors/Partners

"There are two ways to run a business," says Fred Mossler, senior vice president of merchandising for online shoe retailer Zappos, "adversarily or as a partnership." Considering that the company relies on about 1,500 partners to provide its customers with a diverse selection of shoes, Zappos has chosen the latter option. To that end, the company built an extranet, so that every partner can see how its brand is performing. "They get to see everything our buyers see," Mossler says. "This way we have about 1,500 other sets of eyes looking at our business and helping to improve it."

4. Follow through. Many cost-savings programs fail because management implements the initiative only halfway or lets inefficiencies creep back after meeting short-term goals, which won't sit well with employees. Adopt the changes wholesale or not at all. Keep Top Performers Moving

In an ideal world, the upside of a downturn is that recruiting qualified employees becomes easier. With more candidates in the job market, now could be the time to find new talent if your company has the resources to continue hiring. But managers shouldn't forget

"

them a reason to stay by making room for them to keep advancing their careers. "Keep critical talent moving -- not necessarily up, but growing in experience, responsibility, money, or other tangible and intangible ways," say the authors of the study. If promotions or raises aren't possible, give good workers the chance to make a lateral move or to take on a struggling department.

©2009 btnet.com

8

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HRManagement

2009 TRAINING PROGRAMME ­ OPEN SEMINARS

SEMINAR TITLE TARGET GROUP CONTENT

DURATION

DATES

FEES (KSHS.) (Excluding VAT)

1.

Kenya Labour Laws

HR specialists and line managers and supervisors

Employment Act, Labour Relations Act, Labour Institutions Act, Work Injury Bene t Act, Accupation Safety and Health Act, Industrial Training Act and the Retirement Bene ts Act

3 Days

March 11th ­ 13th April 15th ­ 17th May 13th ­15th June 10th ­ 12th July 8th ­ 10th August 12th ­ 14th September 9th ­ 11th October 14th ­ 16th November 11th ­ 13th

27,000/=

2.

Human Resources Management

HR specialist and line managers with responsibility for the HR function

All aspects of HR management and related areas; including HR Planning, Recruitment, Performance Management, Training and Development, Remuneration; Kenya Labour Laws; Occupational Health and Safety; Industrial Relations; Computerized HR Information; Systems Interpersonal and Communication Skills; Sta Motivation; Presentation Skills; Counselling at Work; Managing Change; Business and Professional Ethics; Work and Family; Project Work Basic counselling skills and their application in the work place in the following areas; employment selection; grievance and discipline; employment termination; work performance; career planning; self esteem; assertiveness; stress management; con ict handling; substances abuse; family related problems

3 weeks

March 9th ­ 27th

72,000/=

September 7th ­ 25th

3.

Counselling Skills for Managers

HR specialists, line managers, supervisors and those in the helping professions HR specialists and line HR specialists and line managers and supervisors

April 8th -10th

3 Days

August 5th ­ 7th Conference topics and speakers will be provided later

27,000/=

4.

2 Days

October 22nd ­ 23rd

24,000 VAT Exclusive 5. 6. 7. 8. Industrial Relations Employment Separation Counselling Effective Management of Time Presentation Skills 9. 10. 11. 12.

OTHER COURSES OFFERED ON IN-HOUSE BASIS

1. 2. 3. 4. Job Evaluation Staff Performance Appraisal Training of Trainers Managing the Human Resources for Line Managers

Managing Stress for Employees Pre-Retirement Preparation Effective Staff Selection Interviewing Skills

13. Negotiation Skills for Managers 14. Effective Management of Reward 15. Sales Training

HRManagement

National HRM Conference

Jan-Feb2008

9

How to Restore Morale after Layoffs

The current sluggish economy currently facing our country has necessitated some organizations to down size their staff. But as CC Holland writes, the pain this process causes can be minimized.

important elements -- demonstrate concern, act with integrity, and achieve results.

5. Develop survivors' skills: With

reassigned responsibilities, some employees may need additional training. Anticipate this and have plans in place; talk with your team as time passes to see if they need more support.

© 2009 BTNET.com

The Centre for Strategic Management is the worlds leading expert in the successful application of the Systems Thinking ApproachTM to Strategic management. They have partnered with Resource Associates to bring: "People Edge Workshop" to Kenya once again. It's a Two-Day Seminar on:

CREATING THE PEOPLE EDGE STRATEGIC HUMAN RESOURCE MANAGEMENT

COST: KShs. 71,000 (excl. VAT) VENUE: The Serena Hotel, Nairobi

on 2nd & 3rd April 2009 LEAD FACILITATOR: Dr. Coetzee Badenhorst, Ph.D.

I

recently got a call from a dear friend of mine. He sounded down, and with good reason: His organization had just laid off 75 percent of it's workforce. My friend was spared the chopping block -- although he now comprises 50 percent of the entire ICT department -- but was pretty glum after watching his colleagues departing. Despite a long conversation in which we explored all possible silver linings, he was clearly shell-shocked and discouraged about the situation. This got me thinking. I've written recently about how to cut back without layoffs, and how to conduct layoffs gracefully ... but how do you restore morale and productivity after layoffs occur?

employees will play, and why the changes had to happen.

3.

Listen empathetically: Most survivors will likely go through a period of grieving and guilt. A manager who's able to console his team can help improve morale. When your employees air their feelings, listen more and talk less. Postpone responses and judgments until you've heard the person

Creatingthe

Creating "The People Edge" is a must for all Executive and Senior Managers interested in leveraging organizational excellence. Course Objectives. Participants will: · Link their people issues to their Corporate Strategic Plan and core strategies. · Review the changing People and HR trends, issues and roles in achieving people as a strategic business advantage. · Understand the Systems Thinking Approach that forms the basis for the Strategic People Edge Management model. · Understand the Six People Edge Practice Areas and assess their organization against them. · Understand and assess how to integrate a Leadership Development Program as a key part of Creating the People Edge. · Understand how to design, build & sustain the People Edge with emphasis on developing & implementing their Strategic People Plan. · Have the opportunity to identify & work on solutions to their tactical people edge issues, both during the workshop - breaks, lunches and after hours. Pre-course work Pre Workshop Assessments · A HR Best Practices assessment for their organization · A Leadership Competency Assessment for themselves · Identify three speci c People issues/HR topics for break-out sessions · Bring for review any Company Strategic Plan, HR Plan documents. Pre Workshop Reading · CSM Article "Creating the People Edge" · CSM Brie ng `Building Human Resources for the Future" · Article `Meeting in the Middle" The New Employment Pact. Lead Facilitator: Dr. Coetzee Badenhorst, Ph.D., is the founder (in 1987) of Behavioural Health and Human Services based in Johannesburg, South Africa. He is also the Centre for Strategic Management international representative for Africa. He has over 20 years of experience in the areas of strategic planning, leadership development, 360 ... behaviour competency assessments, evaluation of executives, team development and organization change interventions. For more information and/or reservation, please contact Gillian through: e: [email protected], [email protected] t: 0203860545/6, m: 0724203304/ 0737203304

Hay Group International suggests a five-pronged approach to keeping survivors afloat: 1.Plan: Figure out how the layoff will be

communicated and how to assist survivors. Work out reassigned tasks and responsibilities ahead of time. Communicate why the changes were necessary and how roles will change.

will likely go through a period of grieving and guilt.

"Most survivors "

out. Use positive body language: make eye contact, nod as appropriate, and show you are listening and that you care.

4. Maintain trust: Many survivors will feel

at least disappointed; some will feel betrayed. To try to maintain trust, observe three

2.Communicate: Explain how the 20 Jan-Feb2009

organization plans to recover, what role the

www.csmintl.com

www.resourceassociates.co.ke

HRManagement

July 2008 KNEC result analysis

Higher Diploma in HRM

Overall Results Category

Pass with Distinction Pass with Credit Pass Referred TOTAL

NO.

105 17 5 127

%

83% 13% 4% 100%

Results by subject

DISTINCTION (1 & 2) SUBJECT Fund. of HRM* Employee Resourcing Training & Development Reward Management Employee Relations Personnel Administration (combining HRMIS/ Working Environment/ Personnel Administration) HRM & Entrep. Projects NO 6 65 27 26 5 5 41 % 5% 51% 21% 20% 4% 4% 32% CREDI(3 & 4) NO 60 57 76 93 106 109 76 % 47% 45% 60% 73% 83% 86% 60% PASS (5 & 6) NO 58 5 24 7 16 13 9 % 45% 4% 19% 6% 13% 10% 7% REFERRAL (7) NO 2 1 1 % 2% 1% FAIL (8) NO 1 % 1% -

Diploma in Personell Managment Overall Results

CATEGORY NO. 2 23 3 13 41 % Pass with Distinction Pass with Credit Pass Referred TOTAL 5% 56% 7% 32% 100%

Results by subject

SUBJECT Accounting & Control Labor & Industrial Relations Office Administration & Management Labor & Industrial Law HRM Organization Theory & Behavior Trade & Entrepreneurship Projects

DISTINCTION (1 & 2) NO 1 20 8 25 11 6 2% 49% 19% 61% 27% 15% %

CREDIT (3 & 4) NO 2 29 19 25 15 22 33 % 5% 71% 46% 61% 37% 53% 80%

PASS (5 & 6) NO 24 12 2 8 1 8 2 % 59% 29% 5% 20% 2% 20% 5%

REFERRAL (7) NO 2 % 5% -

FAIL (8) NO 12 % 29% -

HRManagement

Jan-Feb2008

2

Career Moves

The Standard Group Ltd has appointed Mr Ronald Kimaiyo as the Assistant Manager, Human Resources and Administration. Kimaiyo has over five years in Management. He previously held senior positions at the Israeli embassy, Edmas College and the Armor Group. He is currently pursuing the higher diploma in HRM at the IHRM College. In addition to leading the HR and administration function for the Group, in consultation, with the Assistant Director, Legal and HR Administration, he will spearhead the development and execute best practice for the business. The Board and Management wishes Mr Kimaiyo success in his new role and urge for support and co-operation in order for him to effectively discharge his new responsibilities.

22

Jan-Feb2009

HRManagement

Pension scheme administration

Maintaining good scheme governance

For an organization's pension and benefit scheme to perform well ,it is imperative for effective corporate governance mechanisms to be put in place. This article gives valuable pointers on pension scheme governance especially at the trustee level. What is pension scheme governance?

responsibilities and that they undertake regular training in order to keep up-to-date. are aware of the potential for conflicts of interest and have a protocol in place to manage these actively as they arise.

It is the manner or system of managing a pension scheme. It includes all the activities for which trustees are responsible. Typically, trustees meet on a quarterly basis and usually have other occupations including full-time employment. This means that, out of necessity, some required activities must be delegated to others. Despite this delegation, trustees are still wholly responsible, in law, for all such activities ­ the buck stops with them.

· There is a clearly documented governance

structure, well known to relevant parties, which has controls in place over all key areas of management and risk.

· Trustees apply adequate time to pension

scheme issues, regularly attend meetings and take professional advice, and,

What constitutes good governance?

A well-run scheme will usually have an effective board of trustees and strong management support, perhaps a pension's manager, scheme secretary or both.

pressure on trustees to provide evidence of the manner in which they operate by creating a visible audit trail.

"There has been increased

· Trustees can produce demonstrable

evidence of good governance such as risk registers, training logs and policy manuals. There has been increased pressure on trustees to provide evidence of the manner in which they operate by creating a visible audit trail. This means that more attention may need to be paid to the use of meeting minutes, named procedures, the documentation of delegated authorities and implementation of decisions.

"

How to assess good governance

There are a number of factors that usually point to good governance. These include the following... · Trustees have a good understanding of the

scheme, trust law and trustee

· Trustees have agreed a range of processes

which are well-documented and regularly reviewed.

· Trustees are aware of precedents in their

scheme and consistently apply a range of agreed principles.

Trustees need to allow space in their annual business schedule to sit back and take stock from time to time. In an ideal world this would be an annual assessment, but pension schemes often work in three year cycles. The important point is that assessment happens regularly. Trustees can assess their governance in a number of ways:

· Trustees

· Self appraisal against a set of preagreed objectives

This may serve in highlighting areas where the collective board or individual trustees need further advice, help or need to take further action. It may also help to highlight training needs.

· Member surveys Trustees can ask their members how they are doing. This could help to highlight scheme communications and administrative HRManagement Jan-Feb2008 23

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procedures that are not adequately serving the membership.

· Adviser/service provider reviews

Regular assessment of the services provided by advisers and other delegates is also important. This should not only be standard practice in terms of monitoring the service contract it but it will also assist the trustees in considering whether the overall objectives of running the scheme are being met. For advisers, some form of annual appraisal will tease out underlying concerns and issues and encourage improvement.

each risk crystallizing, and then to identify ways of mitigating these risks. By showing that these risks reduce over time, the trustees can further show that they are managing the scheme effectively. In addition to these measures, trustees can use audits and benchmarking.

In conclusion

Risk review

An ongoing risk management process will be particularly important. The approach to such an exercise is generally to identify the trustees' objectives, describe the risks attaching to each, analyze the likelihood and impact of

Good governance is vital in maintaining a healthy pension scheme. There is no single or absolute "right way" of managing a scheme ­ what is important is that trustees know the governance structure for their scheme, understand how it is effective and regularly review it.

© 2007 Hewitt Bacon and Woodrow Ltd

24

Jan-Feb2009

HRManagement

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