Human Resource Consultant – Crystal Recruitment

GENERATION Z

Are You Ready For Generation Z?

Have you ever wondered who Generation Z is? Gen Z or iGeneration constitutes of people born between 1996 and 2015. Many of Z‑ers are out of colleges, starting careers and or starting families. Employers need to understand the traits of Generation Z as this group has a crucial impact in the workplace and needs to be properly managed because they are the future workforce. Generation Z will flood the job market before you know it. They come in a globalization age where almost everything involves technological gadgets which make work easier and an online presence is fundamental for success. Companies need to get digital, stress on career development, give regular feedback, foster wellness and work -life balance. Some of the characteristics of Generation Z are tech native, values flexibility, diverse, mental health champions and competitiveness.

Tech Native

Generation Z are more tech savvy than the previous generations. Generation Z grew up exposed to smartphones and fully utilizing the social media both in their professional lives. Research shows that 95% of Generation Z owns smartphones. They feel cosy using internet to work, research and interact. This enables them to seek knowledge as learning has been made easier with the availability of Google and other applications that foster learning like YouTube. In fact, most of them enroll in virtual short courses to boost their careers. They prefer working for companies that prioritizes technology and mobile engagement strategies. This is a factor they keenly consider while job-hunting. However, they prefer face-to-face communication at workplace despite being born in a technological era. On the negative side, technology has led to feelings of isolation and underdeveloped social skills. Generation Z is known as the “lonely generation” as they spend most of their time glued to television and mobile phone screens.

Values Flexibility

After the corona-virus pandemic, companies are re-opening and employees are getting back to the offices. Some companies have formed a hybrid working environment. Generation Z has become more vibrant in championing for remote and hybrid work environment as they appreciate work-life balance and competitive packages as opposed to the traditional 9-5 and work from office culture. They want to have control of their career journey. Generation Z are also attracted to benefits like medical covers, long vacation breaks, paid parental leave, free food and happy hours. To most, results justify the means and employers and supervisor should delegate a task and let them work independently most preferably, remotely. Gen Zers wants the ability and autonomy to work remotely but also still maintain a physical interaction with new colleagues. Nonetheless, they are okay forming and developing relationships online without necessarily having a physical connection. This has been geared by easy access of smartphones, high-speed internet and social media. Companies should take into consideration work flexibility and ensure work -life balance to retain this generation.

Diversity

Generation Z is the most diverse group and has distinct values and views in the workplace. They believe that diversity and inclusion in workplaces, not just by age, race or gender but also in terms of personality, will increase productivity and the overall good in the community. Diversity and inclusion is a factor in their job hunting checklist. To Generation Z, equal pay for equal work, gender neutral facilities and racial inclusion should be a top priority to employers. Organizations should adapt their culture to accommodate Generation Z.

Mental Health

Generation Z values mental well-being and thus prefers a toxic-free working environment. Research shows that Generation Z is more likely to report mental health issues as compared to the millennial generation and seek therapy. Sexual harassment, racial discrimination, and students’ loans among other issues top the list of causes of stress to Generation Z. They also do not tolerate authoritative or toxic leaders as they are used to sharing their thoughts publicly and getting feedback instantly. They expect their ideas and thoughts to be heard and respected. Generation Z want employers to address mental health issues as they are conscious of effects of poor mental health. Employers should create stress awareness, provide stress management resources, support medical health campaigns and work-life balance to attract and maintain Generation Z.

Competitive

Generation Z are needless to say competitive and enjoys healthy competition. This can be associated with their solid necessitate for acceptance in workplaces. Generation Z takes risks as they grew up in an economic recession. Generation Z is also motivated by stability that comes with well-defined job description and compensation packages. They hold dear clear expectations about how to realize success and career advancements. Companies should encourage healthy competitions in the workplaces to motivate Generation Z.

Conclusion

In conclusion, Generation Z is unique and has a number of characteristics that make them distinct as compared to the prior generations. They are tech native, flexible, diverse, values mental health and are competitive. With these, employers should strive to understand the traits and preferences of Generation Z as they will dominate the workforce in the coming years. Companies should create a culture that promotes the strengths of the Generation Z in order to attract and retain them. This is because Generation Z will be amongst the most indispensable asset a company can have in a globalized and technologically developed era.

Clutch Recognizes Crystal Recruitment Amongst Kenya’s top HR Firms for 2020

“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 Satisfaction!

“The customer’s perception is our reality.”

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.

Crystal Recruitment Recognizes Small Businesses in Kenya

Thank you for your business and your trust. It is our pleasure to work with you.

In Kenya, small and medium-sized enterprises make up about 98% of all businesses in the country. Additionally, SMEs’ share of the economy is growing substantially. Even though each individual small business contributes a small amount to the economy, together, they make up the backbone of the society. In the current climate, it’s important to recognize these contributions and honor them. As a small business ourselves, we know it isn’t always easy, but seeing the impact our work makes on our clients’ livelihoods makes it worth it.

We have a small, but mighty team that has worked to place candidates in temporary and permanent positions. Since 2015, we’ve worked with numerous clients from different industries including Manufacturing, Hospitality, Business Process Outsourcing, Law, Marketing, and Finance. Our services make it easier for our clients to focus on their core business while we provide full-scale recruiting services. This is because of our promise to deliver on below.

Scalability – Scalable access to Talent when and where You need it
Quality – Higher quality talent aligned to your business vision
Speed – Business critical roles filled faster to impact bottom line
Brand– Enhanced employer brand, diversity and competitive position

Over and above, we’re happy to have the support of platforms like Clutch and the Manifest where we can be listed for free among other B2B service providers. The Manifest helps clients connect with leading business experts in different service areas and geographic locations. Similarly, Clutch offers ratings and reviews from previous customers.

We recently received a 5-star review from a happy client who we worked with to fill two positions based on their requirements. You can read the full review here. We’re so appreciative of the hard work that our team put in to make this project happen. Our team adhered to timelines and delivered results on time. In fact, our team was able to present candidates that met the client’s needs within a week.

Here’s what our client has to say:

“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.”

We’re thankful for the clients that chose to work with us, and we’d appreciate it if you supported us at this time by leaving a review on Clutch.

And if you need a little bit more convincing why you should work with us, see our proposition outlined.

Crystal Recruitment sources for highly skilled set of talents by use of a sophisticated screening / interviewing system i.e. a structured behavioral interviewing system (SBI) to accurately screen candidates, which is statistically far more predictive than any other system.
Our team is proactive in sourcing and have an ongoing candidate pipeline development.
We have an 85% fill ratio for every open position we partner for.
We have a region wide presence within East Africa
High caliber candidates as we are always sourcing for candidates with the below qualities;

Consistently exceed expectations
Get things done on time without making excuses
Are great problem solvers
Fit with the culture, the team and the Hiring Manager
Are highly motivated to do the work that needs to be done.

If you have any questions or are interested in working with us, don’t hesitate to reach out and you can also follow this link to view our company profile. You can email us at selection@crystalrecruitment.co.ke or check out our website!

What are you doing as a Company to prepare for tomorrow?

“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

Do you have Job Evaluation as part of your 2020 plan for your Organization?

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.

HR Trends that cannot be ignored in 2020

“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.

The future of the workplace in Kenya

A few years ago, banking halls used to be a mess. Clients would flock the banking hall at certain times of the month. The bank employees would be overwhelmed by the number of requests. Fast forward to today, most banks have empty banking halls for the better part of the month. Most transactions are carried out online. There has been a significant rise in the adaption of mobile banking solutions by individuals and organizations. This is just an example of one of the sections that has rapidly evolved as a result of technological advances. With these advances, some jobs have been created while others have been rendered redundant. Many organizations have been forced to lay off staff as they seek to remain competitive in this ever-evolving business environment.

According to research on the future of work globally, that was carried out by Price Waterhouse Coopers, the future of work is unpredictable given that it is subject to competing forces whose relation to each other is complex. In as much as technological uptake in most sectors has been on an upward trend over the last couple of years, it is subject to other forces such as government regulations, consumer trends and shifts in economies. Robotics, artificial intelligence and automation are beneficial in a number of ways. They enhance productivity and improve lives but they can also be a source of unrest due to their disruptive nature. There have been reports in many parts of Europe and North America about protests by taxi drivers due to the expansion of Uber. Driverless cars have raised concerns about safety and led to protests in some parts of the USA.

There is widespread fear and alarm as organizations try and grapple with the realities that will be brought about by the rapid shifts in the workplace. These fears are to some extent based on the realities. Recently, East African Breweries Limited announced that it was laying off some of its staff. Telkom Kenya also issued a notice indicating that some of its staff would be laid off. As it is, it is estimated that 5.2 million Kenya youth are either underemployed or unemployed. Reports about the emergent challenges and opportunities brought about by the preparation of most organizations for the future of work can be demotivating for those who are seeking to find their footing in their careers or to remain relevant in their respective careers.

The future of work presents unique opportunities that are yet to be fully exploited. In spite of the job losses that have been experienced in certain sectors in the recent past, there is a silver lining. Research by PWC categorizes the emergent opportunities for organizations and individuals into four: the red world, the blue world, the yellow world and the green world. Estimate reveal that while there might be up to 75% displacement of jobs, there are about 133 million jobs that will be created¹. The opportunities in the yellow world are tied to the social nature of the sector. Business in this sector is secondary to the desire to do social good.

The Red world presents opportunities for innovators. Organizations in the red world are quick to adapt to new advances as they constantly seek to fulfill the desires of the consumers. Recently, Little Cab which has been offering shuttle services in Nairobi via a hailing mobile application was forced to halt its services after the government transport regulating agency, NTSA, flagged the company for failing to comply with its regulations. The online betting companies, Sport Pesa and Betin were recently forced to halt their operations and lay off their staff following a protracted battle over tax compliance. Facebook has been on the spot in the recent past due to concerns about data privacy. These are just examples of how innovation outpaces government regulation. In spite of this, the red world continues to constantly create new products and services for the ever-changing needs of consumers.

The blue world thrives on having large corporations that are constantly seeking ways to expand their business portfolio. Mergers have been witnessed in Kenya in the retail and banking sectors as organizations prepare themselves to handle the challenges that will come with operating in an ever-evolving world. Large corporations possess the muscle and the skills to devote resources to research that will enable them to compete in the dynamic business environment in the future. Green world organizations pursue business models that factor in sustainability and concerns about demographic changes and climate change. By 2030, it is estimated that the world’s demand for energy and water will have increased by at least 50%. In Kenya, the pressure on water resources is increasingly being felt as the effects of rapid urbanization and deforestation threaten the traditional sources of water. The Green world provides opportunities for new engineering processes, recycling technologies, alternative energy sources and waste management processes.

The future of Organizations

Given that the changes in the workplace cannot be stopped, it is paramount that organizations and society adapt accordingly. For organizations, it is important to place more emphasis on training and retraining. People, not jobs, should be viewed as a priority in every organization.

In as much as the responsibility to acquire new skills is largely dependent on the individual, organizations that will thrive in the future need to make room for their employees to try new ideas, learn from their experiences and constantly rethink the ways in which they do their jobs. In order to remain relevant, the war on talent in the four worlds of work will remain fierce as organizations strive to remain relevant. It will be paramount for organizations to explicitly draw the link between people and performance and use this data to link the business objectives of the organization and the talent strategy of the organization. Traditional contracts that offer benefits such as medical insurance and pension may be rare as the world of work evolves. Organizations may find themselves grappling with the size and scale of their workforce as they seek to keep up.

What does this mean for the Workforce?

Adaptability is crucial for anyone seeking to advance his or her career in the future. In spite of the technological advances that have been made in the recent past, skills shortages are still being experienced particularly in the STEM areas. This does not mean that there are no opportunities for those whose education and skills does not fall under the STEM areas. A report of the top emerging professions listed sales and organizational development specialists alongside data analytics and software development. A survey of chief human resources officers drawn from various organizations listed the following capabilities as critical in the future workplace: creativity, complex problem solving, management capability, originality and entrepreneurship.

The World Economic Forum report on the skills required for the future workplace indicates that there will be a need for the aforementioned skills set to be blended with soft skills such as active listening, emotional intelligence and critical thinking.

In conclusion, work as we know it is constantly evolving. Those who will thrive read the times and adapt. Those who are keen spot the opportunities and take advantage of them. Change, as they often say, is the only constant thing in life.

We at Crystal Recruitment are in the business of getting you the talent that is adaptable to your business needs as the workplace keeps changing. Do reach out to us today.

Exit Interviews; Necessity or formality?

When John*, a highly talented manager took over the technical team at an assembly plant, he had eighteen members in his team. By the end of the third quarter, eight of his team members had left the team. No one could understand why the turnover in the team was so high. It took the intervention of a junior member of the human resources team to find out why the turnover was so high. After interviewing some of the former members of the technical team, it became apparent that John was the reason why most of the members of the technical team had left the organization. Most of the ex-employees described him as highly driven but difficult to work with. They described him as arrogant, impatient, prone to anger outbursts and a poor communicator. Most of them stated that they loved working for the organization but they found it impossible to continue working with John.

Like John’s organization, most organizations do not conduct exit interviews. Others conduct the interviews but they do not analyze the data. This could be as a result of the lack of appropriate skills and tools to enable them to analyze data. In this era where evidence-based approaches to talent management are the key to winning the war on talent, this could be detrimental to the organization. In some instances, organizations have data gathered from exit interviews but are hesitant to implement the findings. This is could be as a result of failing to align the overall objectives of the organization with the talent strategy. As a result of this, evidence gathered through observing the trends in the organization’s talent is disregarded and the organization continues to suffer from high turnover and lack of motivation among the employees.

Any organization seeking to constantly improve its talent strategy needs to conduct exit interviews.

An exit interview can be conducted via phone, an emailed questionnaire or one on one conversation. A one-on-one conversation gives a personal touch giving the panel an opportunity to gather more information through nonverbal communication cues. However, if the organization lacks a culture of transparency, it could be difficult to gain useful information during exit interviews in spite of the mode of data collection that is employed. The timing of the exit interview needs to be carefully considered. It is difficult to get employees to give honest answers in the last few weeks of their notice period. This is because most employees would like to make a good impression and get a good reference. If possible, it would be better to carry out the exit interview at the start of the notice period before the employee gets disengaged. Some organizations that have reaped the benefits of exit interviews conduct the interviews before the employee leaves the organization and a few months after the employee has left the organization in order to compare the perspectives.

In order to benefit from the data obtained from exit interviews, the organization should treat the information with the utmost confidentiality. One of the best ways to ensure confidentiality is to use an external human resource consultant to carry the exit interview. In order to fully reap the benefits of such a partnership, the organization should identify a Recruitment Firm that understands its talent needs and wants to help the organization to improve the talent strategy. The organization should be willing to learn from the insights gathered and work with the firm towards ensuring that the findings are incorporated into the talent strategy.

An exit interview is an opportunity to gain insights into the leadership styles within the organization and their overall effect on talent in the organization. It is often said that while some leaders are born, others are made. In the case cited above, the organization would have identified John’s weaknesses and strengths as a leader and helped him grow in his areas of weakness. Future training initiatives for leaders in the organization should include lessons on effective communication. Leaders in the organization can develop mentorship programmes for their employees where learning is emphasized and mistakes are seen as opportunities for growth. The shame-based learning culture in the case cited above can be corrected by ensuring that team leaders provide inspiration and motivation for their team members. In the future, the organization can also ensure that all team leaders undergo personality assessments.

Organizations can use exit interviews as a strategy to identify areas where they need to employ innovation. As the business environment becomes competitive, an organization can only thrive by being proactive in their approach. Some of the best ideas on how organizations can grow in terms of their products, their services and their talent can be obtained through the analysis of the data gained from exit interviews.

Would you like us to help you conduct exit interviews? Talk to Crystal Recruitment today and let us help you improve your talent strategy.