• August 10th, 2018
  • Posted by athanne

Human Resource Planning in Kenya

Human Resource Planning in Kenya

 

Human Resource Planning in Kenya is the process of determining and ensuring that the organization would have adequate number of qualified persons available at the proper times; performing jobs which meets the needs of the organization and provides satisfaction for individual employees.

It is also a process of focusing an organization demand and supplies of the right type of manpower the number and the right qualifications.More information may be found in Business Training in Kenya

 Human Resource Planning in KenyaNature of Human Resource Planning in Kenya

  • Should be in line with the overall planning of the organization. It leads to improvement in productivity and helps in obtaining the organization goals.
  • Enables management to place right people in the right positions and at the right time thus it should be integrated in the organization function.
  • Aims at short term medium and long term plans ie short term concentrate on recruitment and selection of employees, medium term concentrate on provision for training and development and long term concentrate on the welfare of employees, career planning, counseling and other HR practices.

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  • August 9th, 2018
  • Posted by athanne

Human Resource Function in Kenya

Human Resource Function in Kenya

The Human Resource Function in Kenya can be summarized into six major functions. They include;

  • Human Resource Procurement
  • Human Resource Development
  • Compensation and Benefits
  • Employee Labor Relations
  • Safety and Health
  • Human Resource Research Some more information on Kenya  can be found in Business Training in Kenya.

 Human Resource Function in KenyaSummary of major functions of Human Resource Function in Kenya

Human Resource Procurement

It involves Human Resource planning, recruitment, selection and placement. It also involves conducting a job analysis to establish the specific requirements of a job within an organization.

Human Resource Development

Involves training of employees, deciding and implementing, management and organizational programs and assisting employees in developing career plans.

Compensation and Benefits

Involves designing and implementing compensation and benefit plans and ensuring that they are fair and considerate.

Employee Labor Relations

Involves designing of disciplinary procedures and grievance handling system and serving as an intermediate between the organization and the union.

Safety and Health

Involves designing and implementing safety and health programs to ensure employee health and safety is maintained. It also involves providing assistance to employees with personal problems affecting their work programs.

Human Resource Research

It entails providing a good Human Resource information base and designing and implementing employee communication systems.

THE ROLE OF A HR PRACTITIONER

There are various roles that a Human Resource practitioner is entitled to. They include;

  • Business partner role
  • The strategic role
  • The intervention role
  • The innovation role
  • Internal consultancy role
  • Monitory role
  • Reactive and proactive roles

Business partner role

The Human Resource practitioner is expected to integrate their activities with the activities of the organization and be able to identify business opportunities and ensure that the HR function helps to achieve the company’s business objectives.

The Strategic role

They are supposed to forge the company’s workforce into a competitive advantage by contributing in the formulation and implementation of the company organization wide and competitive strategies. This is achieved by ensuring that the top managers focus on the HR implications of their plans.

The intervention role

The Human Resource practitioner should intervene when they believe that existing employees’ management processes needed to be improved.

The innovation role

Human Resource specialists must be innovative to produce new products which they believe will increase organizational effectiveness. This requires a high level of creativity constant and continued learning to be ahead of others.

Internal consultancy role

The Human Resource practitioner provides consultancy services to colleagues and all other employees in the organization.

Monitory role

The Human Resource expert must ensure that the policies and procedures are implemented with a reasonable degree of consistency. They monitor the extent to which policies and procedures and organizational values concerning people are applied effectively.

Reactive and proactive roles

A Human Resource practitioner should be proactive i.e. should address issues before hand and reactive which entails to plan out what steps to take incase a situation happens.

Differences between a Line Manager and a Human Resource Practitioner

There are four differences between a Line Manager and a Human Resource Practitioner. They are;

  • Clash of Values
  • Different Priorities
  • Freedom versus Control
  • Disputes

Clash of values

Line managers may simply regard their workers as factors of production to be used, exploited and dispensed in accordance with the organizational imperatives while the Human Resource managers consider workers as organization capital whose welfare has to be considered positively.

Different priorities

Line managers priorities is to make more out of less  even if means getting rid of people while the Human Resource practitioner recognizes the need to add value to add value to the organization and it should not be at the expense of the employees.

Freedom versus Control

Line managers may want freedom to get on with things in their own way, while Human Resource practitioners will be concerned with the achievement of a consistent and equitable approach to managing people and implementing Human Resource policies.

 

Disputes

The Human Resource practitioners will always be caught in the middle if there are disputes between the employer and employees and even where trade unions are concerned.

Evaluation of the Human Resource Function in Kenya

Research states that effectiveness of Human Resource Function in Kenya can be evaluated in reference to the following 4Cs;

Commitment; employee’s personal motivation and loyalty

Competency; employee’s skills and abilities

Congruency; management and employees share the same vision of the organization goals and work together to attain them.

Cost effectiveness; concerns operational efficiency. The HR in the organization should be used to the best advantage.

Techniques of evaluation of Human Resource Function in Kenya

 

Achievement of specified goals

This involves measuring the achievements against agreed objectives.

Service overall evaluation (SLA)

This involves an agreement between the provider of services and the customers.

Subjective overall evaluation

This concerns on whether an employee is happy and satisfied working in the organization and the HR policies and practices as they affect them.

Bench marking

This is comparing data from a competing firm and the data in your organization. This provides information on where to improve on the Human Resource Function in Kenya.

 

 

 


  • August 9th, 2018
  • Posted by athanne

Why do we need Business Policies in Kenya

Why do we need Business Policies in Kenya

Business Policies in Kenya through practical experience and academic research both point to the central role of entrepreneurs in the process of economic growth and to the importance of public policy in creating the conditions under which entrepreneurial companies thrive. This can only be achieved if there are clear legal rules and well outlined policies in the regulation of enterprise. An earlier article  on Business Training in Kenya posed this as a challenge.


  • August 8th, 2018
  • Posted by athanne

The 18 Reasons behind the Lack of Business Training among Youth in Kenya

Challenges Youth in Kenya face in running their Businesses

Youth in Kenya face various challenges in their businesses. Business Training in Kenya deals with the general challenges facing business.They include,

  • Education,
  • Inequality/Regional disparity,
  • Finance, Expectations of Youth,
  • Transition,
  • Displacement,
  • Policies,
  • Corruption,
  • Choice of Role Models,
  • Mindset of Adults and Youth society,
  • Family,
  • Rites of Passage,
  • Youth Sexuality,
  • Role of Government,
  • Society Atitudes towards Youth,
  • Market access,
  • Governance,
  • Employment.

Youth in Kenya1 150x150 The 18 Reasons behind the Lack of Business Training among Youth in Kenya Education as a challenge in Business to Youth in Kenya

Education is one of the challenges the Youth in Kenya face. There is limited access to Secondary Schools that offer education which is applicable for the labour market. There is also need for Life Skills Training in the Education Curriculum.

 

Inequality/Regional disparity

Inequality and Regional Disparity affect Youth in Kenya.Youth in certain geographical areas have limited access to opportunities that are available to other Young People. This affects especially poor youth and those living in slum areas.