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 firstname.lastname@example.org 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
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.
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.
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
if you need a little bit more convincing why you should work with us, see our proposition
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.
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.
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.
do you need to do as the new hire?
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.
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
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.
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
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.
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.
It’s important to grieve when you transition through a job
loss stage in your career – it helps you understand more about yourself, and
deal with the feelings of loss
For some people, a job is just a job but for most of us, it
defines out identity and provides us with a way of making a living. Therefore,
if someone has experienced a sudden job loss especially in the current
pandemic, this can become a traumatic experience with no idea on how to move on.
The covid-19 has led to massive economic disruption with financial
repercussions including industries that have been shut down completely and unimaginable
On the flipside, we have to remember that this is an
opportunity to come out stronger on the other side, but we have to go through
the whole stages. Some take weeks, others take months.
According to Elisabeth Kübler-Ross in her 1969 book On
Death and Dying, there are 5 stages of grief and they are:
If you lost your job because of the pandemic then you must
have gone through this or are still in the denial stage. This is where there is
an initial sense of anxiety and there could be an overwhelming sense of
hopelessness. It is very normal to feel this way.
Denial is a way our mind prevents us from going into shock
– it is when we want to believe everything will just be fine. This stage
quickly turns to anger when you get to the boiling point realizing there is
nothing you can do about your situation and start looking for someone,
something to blame.
This is characterized by blaming, pointing fingers and
complaining. During this phase, it is imperative to minimize contact especially
with social media. Keep in mind people remember the negative more than the positive.
People work hard. They sacrifice and give much of
themselves in their jobs, so when that job is lost it can feel as though your
contributions haven’t been valued. Many people feel angry about losing their
job and the circumstances of that job loss can further exacerbate the feeling
Once the anger passes, fear kicks in which brings up to the
The third stage involves the hope that you can avoid a
cause of grief. This is where someone is willing to do anything, it is more of
short cuts. They want to get out of pain.
Usually, the negotiation for an extended life is made in
exchange for a reformed lifestyle. For instance: “I’d give anything to be
back—work hard, take up the shift that I always avoided or even work under the
manager that I hated.” Or: “If only he’d give back my job, I’d
promise to stay focused and perform better.”
The bargaining stage makes us rush into things without
having a strategy in place or thinking through our actions, in other words, it
is a kne-jerk reaction.
And this kind of reaction will lead to depression when the
quick reaction does not get the desired results.
This stage is characterized by an overwhelming sense of
sadness and could be because an action was taken and no desired end results or plain
inaction where heads are buried under the sand. It does affect self-esteem as most
people will look at themselves as failures and they would tend to think there
is no point in spending time in anything.
Usual thoughts at this time are: “There is no meaning
in working hard for organizations like this. There is nothing to look forward
to. It’ll be really tough to find anything; I feel like giving up. What’s the
point in putting up a fight and, after all, what am I fighting for?” At
this stage, you might realize the ultimate realities of life—an absolute lack
of control over such events, helplessness, and uncertainty. In this state,
people close to you find you being silent, refusing to meet people or not
taking interest or pleasure in your usual activities.
If you have reached his stage, congratulations. You now
know and understand that some things are beyond your control and it is okay.
You are at peace with any mistakes you may have made in your past job that
could have led to the job loss. You know you can’t change the past and hence
are perfectly okay leaving it where it belongs. You own that it has happened
and gone. You stop beating yourself up.
It is where you are clear that you are ready to get into
the space of working to grab new opportunities.
The grief process takes time. You do not want to rush
through any of these stages, as each is important to help you heal after a
loss. Once you recognize the signs of the stage you are in, you will be more apt
to acknowledge your feelings, accept your situation and move toward a more
Our next blog will feature some things you can do to cope
with Job Loss.
In the meantime, here are some tips you can try during the
1. Go on a negativity diet. (Avoid toxic people, negative information, negative social media content, online content etc.) If possible switch off updates on Covid-19 and stick to only trusted sources. E.g., Find online support groups that have a no covid-19 policy forwards, but their purpose is to support each other during this period.
2. Try Pomodoro technique – Use this technique to do things that you need to do e.g., LinkedIn profile set up, resume revamp, interview preparation, job search research etc. In essence it is intentionally doing the things you have wanted to do or thought of doing but not sure where to start from.
3. Try making a streak – as a verb, means ‘move very fast in a specified direction’. Basically you want to get to the next stage of your life as soon as possible and this means taking daily steps towards the same; be it networking online, connecting with recruiters, researching how to re-skill and up-skill yourself, checking out the industries that are hiring. When committed to doing something about your career growth and new job search every day, you will realize you have made long strides in 30 days where you are more confident and better informed.
As of 2nd April 2020, Kenya had 110 confirmed COVID-19
cases and 3 casualties. There is palpable panic as the nation grapples with
the new realities presented by the spread of COVID-19. As organizations attempt
to deploy their responses to the crisis, there have been concerns about the
effects on the workforce. For some firms, it has been easy to transition to a
remote workforce. The use of remote working platforms such as Office 365 and
Slack has made it possible for workers separated geographically to realize
their targets. For some enterprises, this has not been possible due to travel
restrictions, challenges with the supply chain and the nature of their work.
The economic effect of the health crisis is slowly being appreciated by the
government. Several economic measures have been put in place including the
president and his deputy taking 80% cut on their salaries.
For employees, there are concerns that the jobs that have
been rendered redundant might never come back pushing more people into
unemployment. In a country where the unemployment rate stands at 9.68%, the
looming threat to the future of jobs is difficult to confront. For employees
working remotely, there are concerns that even with the measures taken by the
government to reduce some taxes, the financial stability of organizations hangs
in the balance.
What do organizations need to do in the wake of this new reality?
What matters most for now is the safety and health of your employees.
Different employees face different health risks. For
instance, an organization that deals with clients face to face has front office
and back-office staff. The level of health risks that front office staff have
to face may not be similar to back-office staff. An assessment will help
determine which functions need to be on-site and which functions can be done
remotely. For functions on-site, it is not just important to print out
recommended guidelines, it is equally important to update internal occupational
safety and health guidelines and ensure they are adhered to.
Working remotely is not as simple as stay-at-home.
Organizations need to consider eligibility, approved tools and protocols for security compliance. It is not clear how long and how far into the year the effects of COVID-19 will spread globally and locally. For this reason, it is important to develop a remote working plan that envisions this. The infrastructure gaps and cyber security risks need to assessed and addressed to ensure the remote working plan runs smoothly.
Fine, tactical details need to be addressed such as:
Does the organization have the adequate infrastructure to manage a remote working model?
What about employees who do not have laptops? What is the best way to ensure they are not left out?
What tools adequately match the specific tasks that need to be carried out?
What tasks need to be carried out and how frequently?
How will collaboration be ensured for activities that need documentation?
What are the business performance indicators in light of the new working model?
How will the organization document its lessons and implement them for posterity?
Anxiety is everywhere, someone has to deal with it.
It is not as simple as “keep calm, work from home.” There are concerns about the future of organizations in the country. The flower industry in Kenya has taken a significant nosedive as access to markets has been impossible due to the grounding of flights. As online delivery companies thrive, there are brick and mortar companies that are weighing their options. The leaders of each organization need to assure their team members. They need to communicate about the changes that are taking place at the organizational level. For organizations whose finances are in a precarious state, this would be the perfect time to demonstrate the organization cares about its employees.
Recently, the Chief
Executive Officer of Kenya Airways announced that he would be taking a pay
cut of 80% to avoid laying off staff. Leadership at this time is less about
what is said and more about what is being done. The economic crisis brought
about by COVID-19 will last for months. If an organization can avoid laying off
staff in the meantime, it would save many from sinking into abject despair.
Kenya Airways is leading the pack. Even though 65% of the airline’s flights are
currently grounded, the airline has decided to keep its staff on a paycheck for
Other organizations are offering their employees shopping vouchers to cushion them as the organization strategizes on how to keep afloat. Others are finding ways to keep their employees at work by exploring alternative business strategies. For instance, there are distilleries in America that have opted to use their raw material to make hand sanitizers in order to keep their workforce. In order to pay salaries, these organizations have sought donations from the public. Locally, there are a number of manufacturers who are offering to use their logistics department to transport medical supplies to far flung areas of the country.
These times call for innovation, creativity and compassion. We believe you are doing your best by your staff and as we appreciate this is business unusual, we are also optimistic that we will continue to figure things out as we learn to live with our new normal. In the meantime, if you are among those who are in the essential services and recruiting, our recruiting operations are ongoing and we would be glad to offer our support in getting you the talent at a discounted rate.
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:
#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.
#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.
#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
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
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.
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
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
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.
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
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.
As we celebrate getting to see the new year 2020 (Happy New Year), it is important to reflect on the milestones and learn. For some, this is the time to plan for one’s career growth in the coming years. It is difficult to maintain a positive outlook towards career prospects in the New Year given there are gloomy reports concerning the state of employment in the country. Recent reports indicate that more than 300 firms have closed in the course of the year. In addition to job losses, it is estimated that 50,000 graduates join the job market every year. Even with the sharp increase in job losses in the country, there is no reason why you should not future proof your career prospects. We look at the lessons learnt in our interactions and interviews with top notch candidates who have succeeded in their careers:
#1: Learn a new skill
is often said that those who do not learn eventually rust. This could not be
truer than in this day and age where technology is becoming part and parcel of every
aspect of life.
It is no longer wise to say “I am a marketing
professional, not a techie.” Technology is changing how we work, where we work
and the kind of work we do. A World Economic Forum that was carried out
recently indicates that 65% of school going children will do a job that does
not exist in the current market but is likely to emerge as a result of
technological advances in the next few years. It is estimated that the ICT sector in Kenya
has been growing at a rate of 10.8% since 2016. This is expected to continue in
the near future as the uptake of technology tools such as AI and IOT continues.
The sector is regarded as a promising source of job creation but there have
been concerns about digital displacements as technological advances render
certain jobs obsolete.
Recently, Singapore implemented a plan to prepare its young citizens for the work environment they are going to work in by creating a learning account for all its citizens above the age of 24 years. Account balances can be utilized on acquiring skills from approved training providers.
In France, all employees in the private sector get a
learning account from the time they are employed. The account remains
operational until they retire. Each employee gets 24 hours of training in a
year of full time work until they get to the threshold of 120 hours.
A marketer who understands data analytics is more
likely to advance in his or her career than a marketer who lacks these critical
skills. Acquisition of skills can be inexpensive due to availability of free
online tools such as EdX and Coursera. If technology will shape the future of
work, lifelong learning will shape the future of workers. Growth in one’s
career in the future is pegged on one’s willingness to learn.
#2: Make a move
Sometimes, you need to move vertically in your career
in order to grow. Sometimes, you need to move horizontally in order to grow in
your career. In the not-too-distant past, it was possible to work in one
industry until one retires. In today’s dynamic job market, this is unlikely to
happen. A global study showed that the average worker today can hold up to 11
jobs over the course of working years. Employment contracts have diversified
with an increasing number of open ended contracts and part time contracts being
issued by organizations. A report by the McKinsey Global Institute indicates
that by 2030, up to 14% of employees globally will need to shift occupational
categories in order to meet the needs of a changing labor market. If your
current organization lacks opportunities for you to grow, consider moving to
another organization. In doing so, you might acquire the skills you need to
remain relevant in your skills as well as the much needed experience in your
#3: Think and act like a global citizen
A factory that makes shoes in Kenya can sell them in
China through its website or platforms such as Amazon. As technologies improve,
firms are finding more efficient ways of running their operations and
opportunities beyond the confines of their borders. While there are fears that automation
will induce unemployment, there are emerging opportunities in most countries in
Africa. Rwanda has positioned itself as the tech startup capital of Africa
hence competing with Kenya and other African countries. The gig economy is not
limited to the confines of a particular economy. For instance, Andela, a US
company provides training for software programmers across Africa using tools
that are availed online. The software developers work in Lagos, Kampala as well
as Nairobi. Kenyans are finding job opportunities in Ethiopia, Rwanda, Malawi,
and South Africa among other African countries.