HR

Mar 02 2017

Our client, an international non–governmental organization working in the field

The post Associate Regional Director appeared first on Human Resource Consultants.

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Sep 08 2016

Virtual HR, a human resource and talent management company based

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Sep 07 2016

Virtual HR premiers use of social media to interview job

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Sep 07 2016

Virtual HR a Human Resource and talent management company is

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Aug 12 2016

  … Gladys Ogallo is the founder, Virtual Human Resource

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Oct 13 2015

There is no shortage of advice on what candidates seeking

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Sep 14 2015

For years, students in Kenya have sat for the Kenya

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Aug 28 2015

As organizations seek to win the war for talent it

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May 11 2015

The top two criteria used to differentiate annual salary increases are individual performance and company performance, a Kenyan survey reveals.

According to a survey carried out in Kenya by Virtual HR services in partnership with South Africa’s 21st Century Group, the top two criteria used to differentiate annual increases in most organizations are individual and company performance. The other consideration for awarding salary increase is affordability.

The survey was carried out to determine the nature and extent of salary movements in Kenya for last year and the first quarter of 2015. The data which was collected from some of the leading Kenyan brands including Safaricom Limited, Strathmore University and Libya Oil Kenya Limited among other organizations sampled 13 CEOs, 57 Executives, 872 Managers and 5 247 General Staff.

The survey revealed valuable insights which can be useful for senior management and HR executives in Kenya’s corporate world. From the research, we found that, in most organizations, the executive management have the highest prevalence of the total consolidated package at 38.5%.  The executives are also more likely to enjoy flexibility in their package compared to the general staff.

The crust of the report in the survey revealed that the top two reasons why employees leave organisations are either being forced out as a result of non-performance or downsizing or because they choose to leave for personal or career growth.

Despite differences in industry and organisational culture, most employees are motivated in their job because of one or many of the following factors:

  • The organisation for which they work

  • Remuneration offering, including incentives

  • Their boss

  • The work environment such as culture, personality fit and flexibility

  • Recognition

  • The achievements they can produce when they play a specific role

  • The status that a position gives them

  • Their peers, team and co-workers

  • The work schedule

To keep every employee satisfied and motivated, managers should understand what motivates each employee individually and design their work environment accordingly.

The detailed report which is available for free on request concludes that, salary increase determination is not an isolated decision and is made with consideration of your organization’s affordability as well as your company’s history of salary increases.

To get this report for FREE, Call us +254(020) 233 7980 or Email: info@virtualhr.co.ke

Mar 22 2015

If you have been keen enough, we have begun a new journey of consistently engaging our audience with HR related content on all our social media platforms – Twitter, Facebook and LinkedIn. This is our first blog article that captures in a summary what we’ve been talking about this week.

Our thematic subject last week was about Personal Development Analysis (PDA), the new and internationally recognized tool that helps companies and individuals assess the job profiles of candidates. PDA is a scientifically validated behavioral assessment tool which improves the selection and development of organisational talent

The main uses of PDA are for recruitment, training needs analysis etc

PDA gives you an overview of an individual’s:
• Leadership style.
• Decision-making style.
• How to lead this person to success.
• Persuasive skills.
• Analytical skills.
• Sales skills.
• Motivation and energy level.
• Emotional Intelligence (Self Control).
• Strengths and developmental areas.
• Compatibility with specific job outputs and competencies.

PDA fits into all areas and applications of Human Capital. With the PDA assessment tool, you will be able to…
• Hire the most suitable people for each Job
• Team up the best talent
• Develop leadership skills
• Select the best career path for executives and professionals
• Identify employees’ and team’s areas of strength and areas for improvement

Who uses PDA?
a) Small and Big Organizations who want to utilize behavioural information of employees to achieve higher productivity and create high performing teams thus allowing small companies to grow big and create a niche in the market, while big companies solidify their market position, and even grow bigger and better. This tool is used widely by leading companies ranked “Great Place to Work.”
b) Individual People who want to understand their strengths and developmental areas in order to improve their job/career prospects, current and future job performance and relationships with subordinates, colleagues and superiors.

In Kenya, Virtual HR services is the officially accredited company by PDA international to use these tools. Get in touch with us for support. We have something interesting this week. Keep an eye on our social media platforms for more. Wishing you a lovely week ahead.

Jan 31 2012

The Managing Director of Virtual HR Gladys Ogallo talks about women in leadership in an interview with Suzanne F. Stevens of Wisdom Exchange TV. View Video

Jan 17 2012

Employees Appraisal: Realizing Potential

by Gladys Ogallo

Filed in: GladysOgallo

Tagged as: ,

This article is part of the series on How to Motivate Employees to PERFORM. Knowing how to motivate employees to perform is one of the most important aspects of a manager’s job. As important though, is the need to manage the factors that contribute to that motivation

Jan 10 2012

This article introduces our series on performance management and outlines the PERFORM framework as a whole. There are 7 other articles in the series, all of which will be updated in this Blog

Sep 18 2011

To be a successful sales person, three elements are key: knowledge, passion and fire in the belly

Sep 15 2011

On Thursday 19th May we had undoubtedly one of the best and most persuasive career talks we have had this year. It was based on the various career opportunities available in the field of I.C.T. It was presented by Mrs. Gladys Ogallo, a parent in the school. she works with Virtual HR- a human resource consultancy firm  which carries out its operations via the internet. She was accompanied by a gentleman called Evans who works for Google Kenya- the globally  renowned search engine company. They broadened our minds on the extensive possibilities of I.C.T. We got to know the global trends on information and communication and that this field is more than just sitting in front of the computer!

We learnt that I.C.T stretches into what are traditionally non-I.C.T fields such as farming, catering, amongst  others. The two went further ahead to elaborate on what pertains to their specific field of expertise.

We were quite impressed by both speakers. They used visual aids in form of PowerPoint presentations that made the session lively. Mrs. Ogallo especially has a way with words. She was in sync with the students and was succesful in bringing the content down to our level. At the end of the talk, I had been won over with the idea of pursuing an I.C.T-based career.

Jean Wanjema, Form 3K, Journalism Club Member, Kianda School

www.kiandaschool.org


Sep 11 2011

In my days as Training and Development Manager, for Africa Online a large IT company I used to spend several weeks a year in various countries bringing training to the country operations.  I had a heavy travel schedule. It had its rewards, and its downturns. Now, corporates are replacing this kind of schedule with other means.

The world economy has taken a nose-dive. When companies are pushed to the edge with lower revenues and profits, training budgets are the first to get slashed.  However as HR professionals we need to continuously find ways to fill the gaps with in-house initiatives that are cost effective.  Sometimes, these in-house initiatives have a greater impact than more costly alternatives.  Some of these initiatives are well-know, but we don’t utilize them well.

To do more with less, I recommend focusing on peer learning, keeping instructional modules simple, leveraging technology and maximizing what you already have.

Highlight internal talent: Instead of hiring external consultants, turn to the real experts; your own employees.  At UUNET, a leading ICT company, internal talent that has specific skills are keen to impart this skills to their peers.  This ranges from Technology (Vsat, Wireless technology) to Personal growth (personal financial management, debt management, self-branding or career management). Training evaluations are done after each session. This serves both the trainer; to know his improvement areas and the Training Manager; to understand the impact of the training on the trainees. HR professionals can take this further and include Peer training as an aspect of the employees’ Key Performance Areas and hence enhance his eligibility for growth within the company.  Employees who attend the training learn techniques and the trainer gains recognition, boosting morale.

Implement Job Shadowing. Job shadowing involves more than just following a colleague around all day. Shadowers end up viewing the company from a more wholesome perspective.  They learn firsthand about the challenges facing their colleagues in other departments.  This new perspective helps employees realize the impact that their decisions and actions have on other departments.

Create or expand formal mentoring.  Mentoring yields cost effective training – and incredible results. Freshers learn about company culture and history from the more seasoned staff. Senior managers are able to see the organization from the directors’ view point. And a lot of times, these viewpoints give employees a totally different perspective of the company than the one they have been holding.  Using this approach, young managers will move into management after learning about management style, situational leadership and skillspers

Invite industry leaders and industry experts to give free presentations.  It is amazing how many senior industry leaders are willing and eager to give free presentations.  It is also amazing how rarely they are approached to do so. The Kenyan industry is an emerging market; yet very competitive.  The earlier we learn that co-operation is more fruitful than competition , the better for all involved

Focus on Product knowledge.  During tough economic times, CEOs pull back and instruct managers to concentrate only on the core of the business.  Leave out the frills.  Training should reflect this focus.  Give attention to training that is immediately applicable to every employee’s job. Focus on product knowledge.  The administrative assistants, telephone receptionist, drivers should all learn the core of the business – learn the basics of beer making, soft drink business, mobile phone technology or media.  This is cost effective training.  Senior employees teaching the less experienced. And it yields immediate results.  Employees who understand their organizations’ products can discuss them articulately with suppliers, co-workers and customers.  They are the first product and brand ambassadors of your company.  Relevance to their jobs becomes clear and these employees become truly engaged to the company.

Cross – train. Employees with more than one skill are more valuable and flexible.  At The Beck Group, a commercial architecture, construction and development company in Dallas, employees take 40 hours of continuing education annually. Eight of the 40 hours represent cross – training or training outside your department or function.   For example, the chief information officer spent over three months on a construction site as a project engineer.  Less dramatically, we can implement this in our organizations.

Host Interdepartmental events. In many companies, the right hand does not know what the left hand does for a living. Simple tasks get duplicated.  Work takes longer because employees are unaware of knowledge existing elsewhere. Your valuable employees spend weekends in the office trying to dig out information or to tie loose ends. This information could be in a file cabinet next door or on the company intranet – available to all!  Introducing members of one department to another builds networks to share information and get that job done faster! Two features departments could hold an open day (as is done in many schools in Kenya) where they inform the rest what their department does and how they collaborate across the organization.  This is a chance to connect people, departments and skills in an open and unthreatening forum.

Give job rotation assignments. In this part of the world, job rotation has been very popular with management trainees and new hires.  However, even older employees can benefit from it. Such assignments boost employee engagement and knowledge transfer

Leverage Technology. Some technology is expensive.  However, many companies have already invested in computer hardware and other technology required for e-learning.  This is the time they need to use it to reach the most employees with little additional cost.  While creating e-learning content may be outside the realm of the HR professional, implementing the content proves cost effective.  People can always learn about other functions or other products and services. So if you are not working in the WAN (Wide Area Networking), Fibre or Vsat area, you can still learn the terminology and workflow – the basics – so that you can have an intelligent conversation with someone from that product line. It is a really good return on investment.

Create an online bulletin board, email discussion lists, blog or other intranet forum for employees to share best practices and ask for help.  Adding a bulletin board feature to your intranet is not a complicated matter and most techies in town are able to do that.  A staff member might post “anyone has experience using xxyyzz equipment on a fibre network?” And someone else will pick up the thread.  At the end of the day, invaluable information will have been shared

Video conference. All you require is a video conferencing kit, adequate internet bandwidth, your training material …and voila; you have all your staff in distant offices ready for training.  This will also help tap talent from your head office experts from Europe, America and other parts of Africa; time differences allowing. In this way, employees will learn the best practices across regions. Remember the video-conferencing equipment will also be used for board meetings and other business communication in your organization.

Marketing. In good financial times, HR professionals can be so eager to obtain the latest training material that we buy more than we can actually use.  Lean times provide opportunity to exploit our library of training material.  Market the training materials you have.  HR professionals may find some real good resources, but we’re not the best marketers of them.  We launch our training programs with little fun-fare and we don’t keep promoting them.  This is the partially the reason why e-learning hasn’t taken such a foot-hold in companies that have the facilities.  HR professionals don’t market their wares.

As HR professionals, we need to capitalize on opportunity.  The impact that internal talent and innovation can have on our organizations is enormous. We will be able to do more with less.  We should never underestimate the ability of the internal teams. Engage your workforce in helping find answers. There is no one-size fits all type of training program.  By working closely and collaborating with the people who have the learning needs, and the supervisors who have the training ability, our employees become skilled and efficient.  Training takes a lot of time, effort and imagination, but it does not have to take great amounts off your bottom line.

Gladys Ogallo

Head of Human Resources, UUNET

For Business Daily – SBS – Nov 2008

www.businessdailyafrica.com

Apr 15 2011

Kenya’s 2010 TOP 100 SMEs convened at Strathmore Business School