“Someone’s sitting in the shade today because someone planted a tree a long time ago.” ~Warren Buffett
Our team at Crystal Recruitment has some exciting news to announce! Our MD just got off the phone with analyst Jake Cox from Clutch, who let us know that Clutch just awarded us as one of the top HR for 2020! Investing in your business is more important now than ever, which is why we’re honored to be listed as one of Kenya’s best HR firms for 2020 by Clutch!
“We are thrilled to be listed
as one of the top B2B service providers in Africa. Our pride is in providing
viable Talent Solutions and Human Resource Management services across Africa
with a special focus on Eastern, Southern and West Africa Countries” —Justine
Ziruel – Managing Director, CrystalRecruitment
Clutch is the world’s leading B2B
ratings and reviews platform! Located in the heart of the historic DuPont
Circle neighborhood of Washington DC, Clutch has a dedicated team who
independently verifies each and every review that they conduct with verified
clients from around the world. Clutch is the gold standard for ratings and
reviews for B2B service providers, which is why we’re incredibly honored that Clutch’s
2020 research shows us as one of the best HR
services providers in all of Kenya!
We love to show off our stellar rating on Clutch! We have received perfect score 5.0-star reviews from our satisfied clients, a testament to our consistent quality work.
In a recent review, the HR Manager for Oygène Marketing Communication, Rose Kogi, praised our recruitment services!
“Their two most impressive attributes are efficiency and time.”
We’re incredibly blessed to be listed amongst Kenya’s top HR firms for 2020 by Clutch! Please contact us today to see how you can join our many satisfied customers today.
You can reach us via email address selection@crystalrecruitment.co.ke or call our office lines during working hours Monday through to Friday; +254 (0) 20 2101 466. Talk to us for your HR services needs and we will be happy to support you.
Client feedback is the soul of any business and we are glad that we did get an opportunity to receive some of that from one of our clients in the PR and Communication sector. Our partner, Clutch did catch up with Rose Kogi – HR Manager at Oxygene Marketing Communications Ltd and a Clutch analyst personally interviewed Rose over the phone. Below is an edited transcript
BACKGROUND
Introduce your business and what you do there.
I’m the HR manager of Oxygène Marketing Communication. We operate in the PR and marketing space. Essentially, we’re an integrated agency that does end-to-end services. Besides the usual PR, we also do crisis management and advisement services to clients on whatever they may need, for example, financial help.
OPPORTUNITY / CHALLENGE
What challenge were you trying to address with Crystal Recruitment Ltd?
My company hired them for recruitment services. We recruit a lot in our business in direct client management areas. Crystal Recruitment helped us in our search for individuals to fill our head of mobile services and account director positions. We use Crystal Recruitment specifically for their direct headhunting approach.
SOLUTION
What was the scope of their involvement?
First, we internally identify the needed position and ask ourselves if we can upscale someone within the organization. If we can’t, then we venture outside and have Crystal Recruitment search for candidates. When we approach them, we provide a description of the caliber of candidates we’d like to interview. We provide details about years of experience, preferred credentials, and so on.
After communicating our needs to them, they go to the market and find individuals who match the criteria. From there, they come back to us with five good candidates. That’s when we start the fast but thorough vetting process. Crystal Recruitment gives us the top three candidates. Then, we hold in-house interviews and select the best person.
For the head of mobile services position, we wanted to develop a mobile app and sell it in the market. We got an individual on board, and they came in and pushed the product into the market. The account director position was for very high-level work in PR. Crystal Recruitment helped us fill both of these positions.
What is the team composition?
I only work with Justine (Managing Director).
How did you come to work with Crystal Recruitment Ltd?
Justine and I belong to an HR network. She was referred to me by someone who worked with her before. This network contact was happy with Justine’s service so I asked to meet Justine in person. Before this engagement, I previously worked with Justine when she was at another firm.
How much have you invested with them?
We’ve invested between $5,000–$10,000.
What is the status of this engagement?
We started the engagement in March 2018, and it’s ongoing. Recruitment is always ongoing. As a company, we’re constantly growing and looking to venture into new business. We work with Crystal Recruitment on a needs-basis, dependent upon when positions open up.
RESULTS & FEEDBACK
What evidence can you share that demonstrates the impact of the engagement?
We have our own performance metrics within the organization that are based on targets. If the candidates meet our targets and can bring in new business as well as build on existing business, then we’re pleased. All our new hires should be able to sell the same high standard of service to our customers.
One thing that Crystal Recruitment does particularly well is that they approach our competition. They look at our competitors and see which individuals fill their positions and then select candidates from the market who emulate those characteristics.
How did Crystal Recruitment Ltd perform from a project management standpoint?
Crystal Recruitment was able to recruit individuals for the two positions within the allotted time. By nature, recruitment occurs on an urgent timeline. Most of the time, managers needed someone to fill the position and do the work yesterday.
Crystal Recruitment started on the process immediately. Within a week they had identified three candidates and by the second week, we were looking to interview. In terms of meeting timelines, I can really vouch for their good work.
What did you find most impressive about them?
Their two most impressive attributes are efficiency and time. I’ve worked in recruitment myself, so I have a lot to compare them to. Recruitment is all about speed, it’s vital to get someone who fits the criteria and will be a good resource for the company. Crystal Recruitment possesses that efficiency.
Are there any areas they could improve?
No, I can’t think of anything. In terms of communication, they were very open and receptive to feedback. For example, if they found someone who’s a good fit for skill but not culture, they’d go back to the drawing board and find someone who fits both. Crystal Recruitment handles feedback in a positive manner, so I’m content.
Do you have any advice for potential customers?
Go for it and work with them. They’re a good recruitment firm and will meet your needs.
So there you have it, do give Crystal Recruitment a try and expect stellar services from us. We will work with you and for you and will not stop till you get the right people for your business. Do reach out today via our office line 0202101466 or email address and we will get back to you for further discussion.
“Most of us spend too much time on what is urgent and not enough time on what is important.” ~Stephen Covey
As the country continues to grapple with the effects of COVID 19, the economic effects are gradually being felt. Employees in the aviation industry, transport sector as well tourism sector have either been furloughed or laid off. Job loss in this particular environment can be difficult, if not complicated, given that jobs seem to be scarce and hard to find. This does not mean that there is no hope for you. Organizations are increasingly realigning their workforce as they seek to diversify and confront the challenges that have been presented by COVID-19.
Remote
working is new for most organizations.
A survey carried out in Kenya in 2019 indicated that
63.3% of millennials in the country would prefer to have flexible working
hours. For years, organizations have been slow to adopt flexible or remote
working models. This crisis has been a crash program for most of organizations.
Amidst challenges with infrastructure and cyber security, human resource
managers have had to reconsider their talent management strategies.
An organization may have hired you remotely but that
does not mean that processes such as onboarding have been integrated into the
remote working model. Adapting the onboarding experience to remote working
might not be a priority for the organization at the moment. As the new hire, it
counts to have that in mind. It helps you keep your expectations in check and
directs you towards asking questions that can ease your entry into the organization.
What
do you need to do as the new hire?
Your
attitude determines your altitude
Focus on the bright side of things even as you ease
into your new role. Remote working is the future of work moved forward. It
can be adapted to various roles with relative ease. You will not have to worry
about going to an office most of the time hence it is safe. Be enthusiastic about it. Learn every day.
Embrace the opportunity to tackle a new challenge.
You should have a proactive approach towards learning
given that it may not be possible to be in the same space with your colleagues.
Schedule time at the beginning and at the end of the day to draft questions you
may have about your work. In the office, your team mates can easily pick up a
quizzical look and clarify their points. Due to the limitations of virtual
technologies, this may not be possible during a video conference call. Embrace
a “think-on-your-feet” approach and seek clarification whenever you are
uncertain on matters arising during a virtual meeting or phone call.
Every organization has its unspoken norms. It is easy
to pick on these while working in a physical office. When working virtually,
this may prove to be challenging. Schedule one-on-one meetings with at least
two or three colleagues in order to get to know the company’s culture better.
These interactions can be an opportunity to talk about the projects you are
working on as well as learning about the projects that your colleagues are
working on. This will provide you with insights that can help you address some
of the challenges you could be facing.
In addition to this, it is easy to assume that virtual
technologies are sufficient to remind you of what needs to be done. Keep a
notebook and a pen on your desk as you work. It is easy to forget new aspects
of your new “office.” Writing notes in a diary and reading them later can help
you with that.
Etiquette
The
fact that you are “technically” at work does not mean you are not at work.
Observe the company’s dress code at all times. Be formal and polite in your
verbal and written communication. Your managers may not be there to supervise
your every move but this is not an excuse to binge watch television shows or
chat incessantly during working hours. A
daily routine is essential in ensuring that you succeed as a remote
employee.
IT considerations
Every organization has its own IT policies which are
particularly important when working remotely. Learn these policies and observe
them. Some organizations might require their employees to work via VPN’s in
order to ease access to resources in the main servers. As a result of this, the
speeds may be affected. Patience, they say, can cook a stone.
Embrace the challenge that comes with it and learn to work around it. If the
organization allocates resources such as data bundles and call resources, it is
important to ensure that those resources are strictly utilized for carrying out
work related functions. It may also be important to identify a room within your
house with minimal distractions. This will enhance your productivity and ensure
that you meet your objectives.
Performance
considerations
It is important to understand the metrics that will be
used to gauge your performance in order to focus your efforts. For instance, if
you are in the sales and marketing department, you need to work towards ensuring
you generate a specific number of leads per day in order to meet your monthly
target. If you are working as an
accountant, you need to have a daily flow of tasks that culminates into meeting
the month’s objectives.
Planning ahead is the first step towards getting
ahead.
Identify your mentors
*.
There are two types of mentors. The first type of mentors is comprised of
people who know how to get things done within the organization. The second
group of mentors is comprised of people who are well connected within the
organization and beyond and helps you navigate key spaces with ease. If you
have just started working remotely, the first group of people is essential.
Using emails and professional networks like LinkedIn, you can work towards
building a network that will help you succeed in your career.
Announce
that you are new
People tend to notice a new face in the office with
relative ease. In such circumstances, they easily offer help. This is not
possible when working remotely. Whenever there is a team meeting, make an
effort to introduce yourself in the early stages of the meeting. You can also
indicate that you are new to the team in your emails. This will enable your
colleagues to bring you up to date on any details that you may not be aware of.
It is not easy to be the new person in the office and the current situation
does not make it any easier. By being proactive, asking for help and building
relationships, you will eventually adopt to your new remote job.
Africa has often been described as the rising phoenix thanks to the strides the continent has made and opportunities that have emerged as a result of innovation and technological advances in the continent. Women make up 50% of the continent’s population yet they still lag behind at the workplace. In 2018, women only contributed to 33% of the continent’s GDP. The Mckinsey Global Report indicates that $316 Billion could be added to the continent’s economy if all the countries in the continent matched the gender parity score of their best performing neighbour. If the current rate of progress towards gender parity is to be maintained, it would take about 142 years to attain it. Most of the women in the continent work in the informal sector and have limited access to high quality jobs due to factors such as lack of access to education, financial services and technological tools that would improve their lives. Africa has a high rate of labour force participation but representation of women in the formal sector remains low. The formal economy in Africa is ranked as the least gender equal in global rankings. The global average female- male ratio is 0.86. The ratio in Africa is 0.68.
“State of gender parity in the workplace in African countries“
In an analysis that was done
by the Mckinsey Global Institute, African countries have varying performances in terms of their efforts
to attain gender parity:
Leaders
in gender parity: Lesotho, Rwanda, South Africa, Zimbabwe and Namibia
have made significant progress towards representation of women in the political
sphere, the number of women in professional and technical fields as well as
other societal indicators of gender equality.
Middle of the road: Mozambique, Tanzania,
Kenya, Cameroon, DRC, Ethiopia, Gabon, Ghana, Uganda, Togo, Madagascar,
Burundi, Angola, Mauritius, Democratic Republic of Congo
These countries have average scores in terms of progress towards gender parity. For example, Ghana has attained significant gender parity in education while Madagascar has above average female participation in technical fields and high quality professional fields.
Countries with room for improvement:
Algeria, Tunisia, Chad, Cote d’ivoire, Liberia, Mali, Malawi, Mauritania,
Nigeria, Senegal, Burkina Faso
These countries need to make concerted efforts towards inclusion of women in the workplace. The number of women in leading roles in politics and business in these countries is relatively low as compared to other countries.
There is good news: Africa tops the world in terms of female representation in boards
The global average of female representation is 17%. 25% of board members in boards across the continent are female. A 2016 study by Mckinsey Global on impact of female representation on boards showed that pretax earnings by companies with at least 25% female representation were 20% higher than the industry average. Female representation at the board level has increased by 4% since 2015. Female representation in executive committees has only increased by 1%. South Africa tops the list of countries with a high number of women in boards at 29%.
But, women are still lagging behind in the workplace in Africa
Women who are formally
employed are likely to have higher educational qualifications which gives them
opportunities to leadership opportunities. In as much as there is a limited
formal economy in the continent, employers need to encourage women’s
participation since they shape the experiences of the majority who are
participants in the sector.
Only a few countries have made concerted efforts towards inclusion of women in leadership roles therefore enhancing the continent’s gender parity score. These countries include Botswana, Kenya, South Africa and Rwanda. If the current rate of progress towards gender parity is maintained, it would take 20 years to attain equality on boards and 18 years to attain equality on executive committees.
60% of the women on boards across the continent have staff roles rather than line roles. This has implications on female board members’ likelihood to become CEO’s because CEO’s typically come from line roles. Line roles focus on core operations, finance, risk and strategy while staff roles focus on legal and human resources.
The progress that has been made towards increasing the women in middle management roles in Africa has been less than impressive. Research indicates that the representation of women in professional and technical fields is relatively low as compared to the global average. Africa’s gender parity score has remained at 0.68 since 2015 with the majority of countries in Central and West Africa having some of the lowest representation of women in the workplace.
What are the barriers to gender equality in the workplace?
What is the way forward?
Organizations need to make concerted efforts to ensure active participation of women in the workplace. The first step towards this is to combat bias. Bias is often subtle and most organizational leaders struggle to acknowledge that it exists. Bias keeps women from being promoted or hired in some extreme instances. Organizational leaders need to challenge it head on by discussing the types of bias towards women and their effect on the organization’s gender inclusion efforts. They also need to take research backed efforts towards confronting biases. Organizations need to work towards rooting out language and behaviour in the workplace that enhances a culture of bias towards women.
Research has shown that there are few women who become managers in their organizations. For every 100 men who are hired at entry level positions and promoted to managers, only 72 women are hired and promoted to managers. Most women remain in entry level positions in spite of their talent and professional qualifications. This has significant impacts on the talent pipeline. This remains one of the greatest challenges for talent managers hence the need to critically examine the processes and practices that keep women in entry level positions.
Balancing work and life can be difficult juggle. Considering most women bear a significant burden of care at home, having flexible working hours is vital in promoting work-life balance. It can play a role in ensuring women are not left behind. Workplace policies that support women make them more productive and happier at work.
Are you working on a diversity and inclusion strategy especially to have more women professionals in your organization? Talk to us today and we will connect you with amazing women that your organization will benefit having them around.
~Corazon Achieng – Storyteller and Content Creator
Once upon a time, Jayne *, the
human resources manager at company X met Phyllis*, a potential candidate.
Phyllis* was the ideal candidate in person and on paper. She aced all the
interviews. She was brimming with ideas and energy. She was the perfect culture
fit. There was no doubt in Jayne’s mind that her search had ended.
Within a week, Phyllis* got
the job and was posted to her new work station. The first few weeks were spent learning
the ropes. The company had a mentorship programme in place so Phyllis was
assigned to a mentor. Within the next few months, Jayne began to doubt her
decision. Phyllis was struggling. Some department heads found it difficult to
work with her.
The situation above is more
common that most human resources managers and CEOs would care to admit. Based
on our work with hundreds of organizations, we have identified the following
common pitfalls and measures to avoid them:
Mistake
#1: Inefficient testing of the candidate’s standard skills
Human resource professionals
have for years been pondering over factors that predict whether a candidate’s
past performance will be replicated in the new role. It has been proposed by
some organizational psychologists that unstructured sequential questions would
be the best predictor of future performance. The limitation of this is that one
cannot glean sufficient information from a candidate based on these questions
regardless of how they are structured.
As experts continue to ponder on the best way forward, it is important to determine whether the candidate has standard skills. The 4C’s summarize the crucial standard skills a candidate must have: communication, creativity, collaboration and critical thinking. For instance, if you are looking for an administrative assistant, you need to determine whether the candidate has proper report writing skills, is organized and time conscious.
THE 4C’S THAT ARE CRUCIAL
Mistake #2: Failure to regularly review your interview questions
Research carried by Glassdoor
indicates that the average interview duration has almost doubled since 2009. It
may sound easy to interview a candidate but in reality, interviewing is one of
the most technical aspects of hiring. Biases easily affect the process of
getting a good hire. Most companies have a template in place but this template is
rarely reviewed to eliminate questions that do not add value to the process. For
most organizations, interviews are an opportunity to determine whether the
candidate fits into the culture of the organization. In reality, most
organizations have a poor understanding of what constitutes their culture and
what sort of candidate would fit into it by extension. Have measures in place
to review and improve your interview process.
Mistake #3: Poor relationship building
It is possible that one of the reasons why Phyllis was struggling could be due to a poor relationship between her and her mentor. While most organizations have some form of mentor-ship program for new hires, few of these organizations work towards finding out whether these programs are working. Human beings naturally gravitate towards familiar faces. It is not always easy for one to build a relationship in the work place in spite of having common goals. This may be attributed to difference in personality types or learning styles. Organizations should frequently review their mentor-ship programs and improve them accordingly.
Mistake
#4: Using performance improvement plan as a prelude to termination
Performance improvement plans (PIP)
are an essential tool in determining what is not working. They should be
developed in a way that clearly identifies the problem, outlines the steps that
will be taken towards the improvement and timelines for improvement. Using
examples, the plan should help the employee understand their deficiencies and
why they need to work towards improvement. If a plan is structured properly, it
may foster collaboration between an employee and their departmental head that
will result in improvement of performance.
Mistake #5: Failure to pay attention to learning styles
People learn in different
ways. Some people can watch someone perform a task once and have the confidence
to perform the task by themselves after that. Some people need steps outlined
for them so that they can refer to these steps later. Others prefer a video or
a book. Your organization might not have the capacity to train all types of
learners according to their learning styles but it can adjust accordingly to
ensure that no one is left behind. The
organization can expose new hires to different types of learning material.
Instructional material can be in the form of booklets, videos and infographics.
Image courtesy:
Project-general.com
Mistake
#6: Organizational culture that has never been challenged and changed
A few years ago, PwC in the
USA noticed that most of its new hires were leaving the organization as soon as
they got a chance to leave. This took the consulting firm by surprise because
for years, the organization had employees who had accepted the long working
hours.
As millenials increasingly
became a part of the organization, the attrition rate soared. PwC also noticed
that there was reluctance among younger college educated candidates to join the
organization. The organization commissioned a study to determine why it was
losing its top talent. The study revealed that the millenials were more willing
to question assumptions about work that had long been held as truisms. In
response to the crisis, the organization introduced flexible schedules and a
wellness program.
Africa will boast of the largest population of young, working employees in the next decade. Using yesterday’s work approaches with today’s Gen Z employees will not work. Organizations need to be agile and adaptable in order to retain top talent particularly millennials and Gen Z who will make up a significant portion of the workforce in the next decade.
Do you have a vacancy that you need to fill? We are available to walk with you the talent search journey just as we have done with our clients. Crystal Recruitment puts clients and candidates at the heart of their operations and nothing is more rewarding than hearing that new hires have performed and they are not struggling to settle in.
“The best way to predict the future is to create it.” Abraham Lincoln
The inevitable future of work
is here with us. Automation and AI are set to result in the creation of new
roles, redefine the existing roles and create new tasks. As leaders of organizations gear up for it,
there has been a mixture of anxiety and excitement. Employees are grappling
with whether their jobs will still be there or not as they seek to remain
relevant. Organizations know that they need to prepare for tomorrow but very
few are taking active steps to prepare for tomorrow. This may be as a result of
not having a clear understanding of what they need to do in order to prepare
for the future of work.
Having worked with leading organizations regionally, we compiled a few tips on what organizations need to do in order to prepare for the future:
Create a more engaging people experience
in order to maintain a competitive advantage
People experience encompasses
all aspects of work including the workload assigned to each employee, the
office design, training and support provided by the HR. As automation
increases, organizations are increasingly adopting lean teams comprising of
highly skilled individuals. Tech evangelists admit that the human element can
never be entirely replaced hence they advocate for emphasis of core skills such
as creativity, empathy and critical thinking.
Cushioning one’s organization
against the effects of talent attrition calls for building social resilience
which will ensure that new models of work such as flexi-time incorporate human
interaction using collaborative technologies. In adopting this approach,
organizations will ensure that they have “big ideas crowds” which can provide
inspiration and validation of ideas. This will create and sustain a culture of
innovation within the organization thus ensuring that the organization remains
dynamic.
In addition to this,
organization need to make agility and adaptability a part of their values. To
make these values a reality entails creating a culture of lifelong learning in
which employees are aware of the dynamic nature of work.
Support intrapreneurship
Established organizations can
learn from startups by encouraging “intrapreneurship.” Leaders should be
encouraged to take risks so that they nurture teams and create space for
development of ideas. Encouraging intrapreneurship means providing space for
autonomy within the organization.
As organizations prepare for
tomorrow, they must constantly evaluate the measures that they have put in
place. For instance, allowing flexi time for employees can have damaging
consequences if the targets are not agreed upon. Having off site employees can
put pressure on employees because they feel that they constantly have to be at
work. There is a thin line between promoting autonomy and creating a fragmented
work force that does not work as a team. Getting feedback from employees and
tracking the progress while learning from the mistakes is vital in the success
of any organization’s efforts to prepare for the future.
Use data analytics to make use of talent
In order to gain a critical
edge in gauging the future talent needs of the organization, organizations
ought to adopt data analytics in talent management. Data analytics can help in
the creation of a compelling employee experience and eliminate biases during
the talent recruitment process. A survey of over 2,000 HR and business leaders
from different parts of the globe that was carried by PwC showed that only 38%
of the respondents use data analytics to gauge their talents. This is an
indication of the hesitance to use predictive analytics to plan for their
workforce. In spite of the availability of more tools that are user friendly to
help in the process, organizations still struggle to interpret the data they
hold into actionable steps that will help them manage their talent.
To remedy this, organizations
need to use more precise analytical tools. HR teams ought to use tools that not
only provide data but also incorporate data visualization tools in order to
encourage feedback from leaders and staff. As concerns about data privacy
increase, organizations should go to great lengths to ensure that the data is
protected and staff know what their data is being used for. People experience
can be personalized through organizational network analysis (ONA), skills
mapping tools and career mapping tools.
Embracing use of data
analytics more in HR can help in the elimination of bias. Data analytics would
help organizations track the rates of promotions and recruitment among
marginalized groups. In doing this, it is important to ensure that algorithms
are not wired to replicate human biases by ensuring that the data analysts
understand how algorithms work and are capable of making adjustments in order
to result in a diverse pool of talent.
Support vitality and tackle burnout
Research studies have
demonstrated beyond reasonable doubt that burnout is on the rise and it affects
the bottom line. It is not enough for organizations to set the length of the
working day and targets. Organizations that are seeking to retain and engage
their talent also ensure that there are measures in place to promote employee
well-being. For instance, Google East
Africa has an office that is designed to promote creativity through the
incorporation of color and crafts. Organizations are increasingly challenging
their employees to take health breaks and engage in physical activities. Organizations
can also adopt the following measures to support vitality:
Allow the workers to choose where they want to work from if possible
Promote synchrony between the virtual and physical working environments
Encourage employees to take time away from work
Mind the gap
It is often said that human
beings are likely to underestimate the likelihood of a bad outcome and
overstate a good outcome. This applies to preparing for the future because most
leaders assume that they are on the right track yet the reality betrays them. Bridging
the gap calls for the following:
HR teams and business leaders must ensure that their employees are future proof by consistently communicating on the initiatives that they are implementing and ensuring they are understood and lived within the organization
Coach team leaders on how to effectively lead the way without leaving their teams behind and encouraging them to have means to track their success
Encourage HR to take a leading role in thinking and planning for the organization’s future.
Is your organization struggling with preparing its employees for the future? Talk to us today
Objective evaluations set the foundation that moves leaders to the tipping point…
As organizations
streamline their operations in 2020, it is critical to align the talent needs
of the organization with the business strategy of the organization. One of the
ways of doing this is to carry out job evaluation. Job evaluation refers to a
system that assesses a job in relation to other roles in the organization based
on common criteria. It is often carried out using one of the following
approaches:
Analytical
job evaluation: This is based on method in which jobs
are viewed as whole elements that can be broken down into smaller, defined
elements namely: scope, knowledge, communication, level. Using a matrix that assigns values to these
elements, a score is derived for each job. The total points assigned to each
job are used for determination of the overall grade
Non
analytical job evaluation: Compares one job to
another without considering the definite factors that make up each job
Job evaluation can be
carried out by observation, questionnaire or survey. The approach depends on the job environment. A
production environment would best be evaluated through observation followed by
a survey. An office based job would best be evaluated through a questionnaire
or a survey. All the relevant stake holders need to be involved during job
evaluation. Job evaluations help establish the natural relationships within the
organization. As organizations grow, they become complex in terms of the
structure. Discernible differences between the roles may not be as clear as the
organization continues growing. For instance, is there a difference between an
entry level clerk and an executive assistant?
The answer may seem obvious but it is not always obvious. A job
evaluation provides data to help differentiate roles in terms of scope,
knowledge and range of skills required for a role.
Job evaluation
is preferred and should be carried out regularly for the following reasons:
Promotes rational decisions about pay
within the organization
Carrying out job
evaluation enables the organization to minimize inconsistencies in key
decisions such as the scope of a role. Evaluation of a job based on a
consistent set of logical factors provides the leadership of an organization
with a structure for rationale decision making on the roles that need to be
filled within the organization. It also helps in the identification of
replicated roles thus providing for an opportunity to redefine the roles in
order to maximize the potential of the employees.
Promotes fair system of pay
There have been complains
about poorly structured pay systems in most organizations. Job evaluation can
help address some of the concerns about pay structures within an organization. The
pay structures in organization fall into one of these structures
Narrow- graded structures:
Jobs that are considered of equivalent value are placed in one category. The
pay for that category is determined
Broad grade structures: Fewer and wider grades are used as reference
points. Progression is tied to the reference points
Job family structure:
This allows for the co-existence of different grade structures and is
particularly useful when operating in different job markets
Pay spine structures: This type of structure is common in the
public sector. There are a number of pay points to which job grades are
aligned. The relevant pay points determine the pay ranges for the grades.
Length of one’s service determines one’ s pay progression
Each of these models has
its advantages and disadvantages. Fairness in the payment system can be
promoted in spite of the model of pay that is adopted by the organization. It is
important for HR to align the pay structure to the values, culture of the
organization and the HR strategy of the organization.
It has often been argued
that is difficult to determine whether manual or administrative roles deserve
more pay. Job evaluation provides a mechanism for establishing whether roles
are of equal values hence deserve the same pay. In addition to this, job
evaluation would provide a framework for determining where different jobs
involving similar skills are being carried out hence the need for harmonization
of the pay.
As a golden rule, it is
important for your organization to ask whether the HR team or external HR
consultant has the most recent data on the pay structure from market surveys.
Given that talent retention also entails offering a competitive package to your
employees, a job evaluation would provide one with an opportunity to compare
the pay offered for a particular job from one organization to another. Some of
the rates in the market may not match the rates offered by your organization.
Some positions may also not be matched by the positions in the market. For
instance, organizations are increasingly phasing out some administrative roles
while others prefer to maintain lean administrative units. Bearing these
differences in mind as the job evaluation is being carried out will help the
organization determine whether their employee retention strategy is
future-proof.
Supports recruitment, succession
planning and career development
In this era where talent
is highly competitive, it is important for organizations to retain their talent
by offering them competitive packages. The framework for carrying out job
evaluation provides the most useful tool for comparing internal jobs to
external market data on similar jobs.
For organizations that
have a career family structure, the career development paths are often defined
clearly. These are defined by level profiles that describe the skills, knowledge,
experience and competencies that are required at each level of the structure. Carrying
out a job evaluation can provide information for employees of an organization
that will enable them to develop their skills for the next level as they seek
to progress in their careers. Top management can identify gaps in the
organization’s succession plan and put plans in place to address the gaps that
have been identified.
Do you need help with
carrying out job evaluation? Talk to us today and let us help you evaluate the
jobs in your organization.
“The strongest people are those who win battles we know nothing about.”
According to the World Health
Organization, mental illness affects one in four persons globally. In Kenya, it
is estimated that about one out of ten individuals suffers from mental illness.
25-40% of people seeking treatment from general medical facilities suffer from
mental illnesses. Most of the individuals who are affected by mental illnesses
are below the age of 35 years. A survey
carried out by Dr. Edith Kwobah which was published in the BMC Psychiatry
Journal indicated that there might be close to 5 million Kenyans affected by mental
illnesses.
The
effect of the subtle and often ignored mental illness is made evident by the
rising number of suicides in the country. Conservative estimates indicate that
the suicide rate in Kenya is about 7.9%. Mental illness related suicides are
not limited to any tribe, religion, gender or social class. In October 2018,
Steve Mumbo who had worked as business recovery manager at PwC, a leading audit
firm in the country plunged to his death from the 17th floor of a
building. It was speculated that his death may have been as a result of work
related stress and depression. Mental
illnesses can take various forms including bipolar disorders, anxiety,
depression, schizophrenia and psychotic disorders. The underlying causes of
mental illness are complex and multifaceted but work related pressures have
been known to trigger or aggravate pre-existing mental health conditions.
In
a speech that was delivered by the Director of Medical Services, Dr. Jackson
Kioko, it was revealed that 10% of absenteeism from work is related to mental
illness. It has also been found that an episode of depression can lead to a
loss of up to 36 working days. Mental illness can also result in presentism
which results in employees being present but mentally disengaged from their
jobs. While statistics on the effect of
mental illness on business in Kenya are scarce, other countries have found that
mental illness has serious financial implications. For instance, statistics
from the USA indicate that depression costs the economy $51 billion. Estimates
from the UK indicate the mental illness costs UK businesses about €26 billion.
10% of these costs go towards the replacement of staff, 20% are attributed to
absenteeism while 60% are attributed to reduced productivity at work. In the
report on the costs of mental illnesses in the UK, it was reported up to 30% of
these costs can be reduced by implementing work place well-being programs at
the workplace.
Mental illness remains a taboo subject in
Kenya with most people attributing it to spiritual causes. The country only
spends 0.05% of its health budget on mental health making access to mental
health facilities beyond the reach of many. There is a scarcity of
psychiatrists and psychologists in the public and private health care sectors.
Insurance companies are hesitant to cover costs associated with mental health
related illnesses in the country. These factors contribute to making it
difficult for organizations to take steps towards the improvement of mental well-being
at the work place.
On
average, a person will spend 90,000hours at work. Internal or external factors
related to the work place can contribute to poor mental health which in turn
affects employee’s productivity and career prospects. Work related matters such
as an overload of work, long working hours, unreasonable deadlines and job
insecurity contribute to poor mental health. A review of 228 research studies
on employee wellbeing reported that there was a significant relationship
between work place stress and health outcomes. Job insecurity was found to
increase the odds of reporting poor health by about 50%. Having high demands at
work increased the odds of being diagnosed with illness by a physician by 35%. When
a local office technology company in Kenya carried out a survey, it was found
that most of the employees only had functional relationships at work. Most of
the employees stated that they felt isolated and unrecognized which made them anxious
at times. This is just one of the many organizations in Kenya whose employees
may be courting poor mental health at the work place. Most organizations lack
data on the status of the mental health of their employees in spite of the
significant contribution of mental health to productivity.
In
as much as there has been an increase in awareness about mental health in the
workplace, most organizations have been slow to implement mental health
policies. Traditionally, most organizations implement mental health initiatives
at work following a mental health related incident in their organizations.
Reactive measures towards improving mental health at the workplace often have
little effect as compared to proactive, data driven measures. Most
organizations also lack an understanding of the business case for having
initiatives that promote mental well-being at the work place. Measuring the
return on investment (ROI) for workplace well-being programs often stands as a
barrier to companies seeking to improve the mental well-being of their
employees.
In
spite of the existence of these barriers, a number of organizations are leading
the way. Unilever is a good example of an organization that has a mental
wellbeing program in place. The company provides training for its managers to
enable them to recognize signs of mental illness. The Copy Cat Group Limited in
Kenya has an employee assistance program in place which allows employees to
call a counsellor who works for the organization and discuss matters relating to
their mental well-being. Kenya Railways has trained peer educators and
counsellors as part of its work force who help their colleagues navigate matters
related to mental health.
There
are still many organizations in Kenya and in other parts of the continent that
are lagging behind in promoting mental well-being at the work place. This
mirrors the low priority assigned to mental well-being in the continent.
Statistics by World Health Organization indicate that about 46% of countries in
Africa lack a mental health policy. Employers need to create a culture of
mental health awareness and promote initiatives that help prevent mental
illness. Leaders play a crucial role in encouraging employees to talk about
mental health and providing support for those who suffer from mental illness.
This would help in mitigating stigma associated with mental health hence
improving outcomes associated with mental illness. Barclays Bank (currently
trading as Absa Group) provides a good example on how to do this. The bank had
a campaign dubbed “This is Me” in which employees suffering from mental illness
talked about their struggles and triumphs with mental illness. There are other
actions that can be implemented by organizations such as:
Creation
of a culture of proactive, preventative
management of workplace well being
Having
leaders model work-life model
Evaluation
the effectiveness of workplace
well-being interventions using tools such as Mind Workplace Wellbeing Index
There is no one size fits all but a company needs to start somewhere; and what better place than how you hire by really getting to know your potential employees. Talk to us today for your hiring needs and we shall be part of your employee’s journey.
“The future is already here – it is just not very evenly distributed”
In 2015, the Judicial Service Commission advertised 1000 vacant positions. The commission received more than 80,000 applications which took weeks to sort through. It took the assistance of the National Youth Service, two academic institutions, the Ethics and Anti-Corruption Commission and Directorate of Criminal Investigation to sift through the applications. The Judicial Service Commission would later admit that they were not prepared for the overwhelming response to the advertisement or the additional costs accrued in order to effectively carry out the recruitment process.
According to the 2019 Kenya Economic Survey, it is estimated that the current unemployment rate stands at 9.3%. The rate at which jobs are being created in the country does not match with the rate at which skilled professionals are graduating from institutions. According to a recent report released by the World Bank, it is estimated that the country needs to create about 900,000 jobs per annum in order to keep up with the number of skilled graduates who are being churned into the job market.
Most human resources professionals admit that it is increasingly becoming impossible to keep up with the number of applications received following the advertisement of vacant positions within their organizations. As new technologies change the workplace and the war for talent heats up, all functions of the human resource departments must evolve and embrace new technologies. Below are some of the key trends that HR must embrace in the year 2020 and beyond:
1. Data-driven decision making
Decision making in this day and age cannot be separated from data. A report by Deloitte Global on human capital reported that while 84% of HR professionals surveyed from across the globe thought that people analytics was important, most organizations were hesitant to do it because they thought that they would not gain practical insights from it. However, as tools for analytics improve, more HR departments are embracing it. The inclusion of digital interfaces such as employee self-service portals is crucial in ensuring that HR gather crucial information that will shape core functions such as recruitment and performance. Multinationals such as Google, use meeting-cancellation rates as an indicator of engagement and a predictor of future turn-over rates. Some of the questions that can be answered through data analytics include:
What are the possible reasons for the high turnover in XYZ department?
What are the skills gaps that need to be addressed through training in the next financial year?
What are the organization’s talent needs based on the projected growth of the organization?
2. Intelligent recruitment technology
In the case study cited above about the Judicial Service Commission, the use of technology would have saved the commission time and money. The bulk of the administrative work would have been done through the use of tools such as an Applicant Tracking System (ATS) therefore optimizing the entire hiring process. Most ATS come with a set of preliminary questions known as “knock out questions” which help sift out through some of the applications in order to reduce the number of applicants who move to the next stage.
Research that was done by the Society of Human Resource Management showed that the use of social media in recruitment the past five years had increased significantly. It was reported that one out of five candidates who were surveyed during the study had applied for a job through social media. Platforms such as Jobmarket maker and Entelo have the ability to automatically obtain information about candidates from a number of platforms such as professional forums, social media platforms, blogs, personality and skills assessments. Such systems have the ability to rank applicants as per the requirements of recruiters by cross-referencing the information that has been obtained from forums with the internal performance benchmarks of organizations. By synchronizing these systems with virtual assistants such as Talla, it is possible for a recruiter to get a list of the best interview questions to ask the applicants from the system
3. Growth of the remote office
A 2018 study that was carried out by a Switzerland based serviced office provider showed that at least 70% of the respondents from different countries worked from home at least once a week. The traditional working hours from nine to five are paving way for flexible working schedules. A report by Gallup showed that there was an increase in the number of US professionals working from home from 39% in 2012 to 43% in 2016. It is estimated that by 2020, half of the workforce in the US will be working remotely. This trend is not just limited to developed countries but it is also catching up with developing countries. This shift has been accelerated by the availability of digital tools that make it possible to communicate, manage projects and track performance. We recently interviewed software developers and one of their top concerns was whether the Hiring Employer had the option of working remotely before they could even consider being interviewed by the potential employer. This goes to show that flexible work hours and work arrangements are gaining popularity in an already candidate-driven market.
4. Evolution of HR as a profession
With the ever-increasing adoption of technology in HR, HR as a profession is no longer about pushing paper and ensuring that employees stick to the rules. Experts predict that there are a number of new roles that will emerge as the future of work becomes a reality. These jobs include:
HR data scientists: Helps the organization incorporate the use of data analytics in its HR functions
Employee experience specialist: Focuses on the relationship between the employee and the organization. The benefits, the career trajectory, training needs etc. are evaluated and managed by the employee experience specialist
Head of talent acquisition: The war for talent is expected to continue as organizations strive to get the best talent in line with their business strategies.
Organizational psychologist: Uses psychological principles in the workplace in order to develop a more holistic approach towards HR, sales and marketing.
5. Evolution of HR service delivery
It is difficult for most HR professionals to keep up with the barrage of HR-related questions in big organizations. Chatbots are slowly being used to enhance HR service delivery. There are chatbots that can answer questions about HR related matters such as maternity leave policies, the status of the organization’s health insurance, etc. The popular collaboration platform, Slack is one of the platforms that has successfully been integrated by HR departments to ease the management of questions from employees. Chatbots cannot effectively answer questions that lack definite answers or update policies hence there is still a need for the human element.
6. Employee training on demand
Learning management systems have enabled HR departments to make training easier to manage and more flexible. It is expected that there will be more reliance on virtual career coaches and context-aware platforms in an attempt to maximize on gains made through career training. Context-aware software analyzes the data that is available on the learning curves of employees then automatically recommends training based on areas where the employees are struggling. It is predicted that virtual career coaches will act like AI-driven mini managers by combining learning heuristics with virtual assistance. Human beings will still be required to create training material, set goals and creating career succession paths.
Are you ready for 2020 when it comes to smart recruitment? Do talk to us today and we shall walk the journey with you from talent identification, talent attraction to onboarding them right into your organization.
