Theme: Human-centric Leadership in the Digital Age

In the ever-evolving corporate landscape, where technological advancements redefine industries and leadership expectations continue to shift, one leader stands out for her unwavering commitment to people-first leadership: Njeri Jomo.

 As the CEO and Principal Officer of Jubilee Health Insurance, she has not only steered the company towards remarkable growth but has also championed a culture that places employees, customers, and stakeholders at the heart of decision-making.

Recently recognised as the first runner-up for the “Best People-Focused CEO/MD of the Year” at the HR Awards 2024, Jomo embodies the essence of human-centric leadership. Her journey, marked by resilience, adaptability, and a deep-rooted passion for transformative leadership, is nothing short of inspiring. 

In this exclusive feature, she shares her leadership philosophy, experiences across different markets, the role of faith and family in her decision-making, and how she is leading Jubilee Health Insurance into the future through innovation and digital transformation.

Introduction & Personal Journey

Beyond the Title: Who is Njeri Jomo?

When asked to describe herself beyond her executive title, Jomo smiles, as if reflecting on a journey filled with lessons, triumphs, and challenges. “I am very passionate about professional and personal growth. I believe in transformative leadership and creating impact wherever I go. Regardless of the space I find myself in, my goal is to leave it better than I found it,” she says.

But her leadership journey didn’t start at the top. “I am a girl next door,” she chuckles. “I like to believe that leadership is an assignment. You are placed in a particular season to bring change and, once that season is over, you move on to another impactful journey.”

Her insurance career has taken her across different markets, including Kenya, Tanzania, and Uganda. Each of these experiences has shaped her leadership perspective, teaching her invaluable lessons about cultural diversity, adaptability, and the importance of an inclusive approach to leadership and business.

Winning the first runner-up position at the HR Awards 2024 for “Best People-Focused CEO” was more than just a personal achievement—it was a validation of her belief that great leadership begins with people. “This recognition is particularly special because it speaks to what I believe—that you cannot truly lead an organisation and drive impact if you do not recognise that you are leading people first,” she explains.

For Jomo, leadership is about creating an environment where employees feel valued, heard, and empowered to contribute their best work. “I never shy away from saying that Jubilee Health Insurance is successful today because of my team. It is easy to see a leader standing on a podium, receiving accolades, but behind that recognition is a team that has worked tirelessly to bring that vision to life.”

Leading Across Borders

Her career as a leader has spanned across East Africa; Kenya, Tanzania and Uganda, Jomo has developed a keen understanding of how culture influences leadership and business dynamics. “One of the biggest lessons I learned is that leadership cannot be copy-pasted from one market to another. Each country has its own identity, unique customer preferences, and regulatory landscape. You have to learn, adapt, and appreciate that diversity.”

Her interactions in Uganda, for instance, revealed the ambitious drive of women professionals in the industry—something she deeply admires and draws inspiration from. “The diversity in leadership styles across Africa has enriched my approach, making me more adaptable and inclusive in decision-making,” she adds.

She shares humorous stories of moments when she had to learn on the job, adapting her communication style to fit different cultural contexts.

One of her most profound experiences was adjusting to new ways of communication in different countries. “You think you know everything until you tell a joke in one country, and no one laughs because they don’t get it! In Kenya, we have inside jokes, cultural nuances and ways of working that we assume everyone understands. That’s when you realise the importance of understanding different people’s perspectives,” she laughs. You then realise that leadership requires learning beyond the business- it’s about understanding people on a deeper level.

Leadership Style

Jomo’s leadership style has evolved significantly over the years. “In my early days, I was more autocratic. I believed that everyone would work the way I did. But experience has taught me the value of a human-centred approach,” she reflects. Today, she leads with empathy, focusing on collaboration and leveraging the strengths of her team.

“A leader’s role is to create a vision so clear that everyone understands why it matters and how their contributions fit into the bigger picture,” she says. For Jomo, leadership is an ongoing journey of self-improvement, learning, and adaptation.

She candidly shares that leadership is not always easy. “There are tough days, moments of self-doubt, and difficult decisions that keep you up at night. But I have learned that the best leaders are not those who have all the answers, but those who are willing to listen, learn, and grow.”

Today, she defines her leadership style as human-centred. “My focus is on ensuring that my team understands the vision, sees their role in it, and feels motivated to contribute. Leadership is about balancing strategic direction with emotional intelligence.”

Faith, Family & Personal Drive

The Role of Faith and Family in Leadership

For Jomo, faith is more than just a personal belief—it is the foundation of her leadership philosophy. “Faith has shaped my value system, my decision-making, and my perspective on success. I believe that leadership is a stewardship; you are entrusted with an opportunity to make a difference, and you must do so with integrity.” For Jomo, faith is a very integral part of what her leadership is anchored on.

As a mother of three daughters, she believes in raising them with the same principles of integrity, hard work, and service that she upholds in her professional life.

“I want my daughters to look at me and see a woman who pursued her purpose fearlessly, but who was also present for them. It’s not always easy, there is clarity about who I am and what I do; but I believe that family is my grounding force.” It reminds you why you do what you do. “Leadership does not operate in a vacuum, it’s part of a society and so the aspects that impact society impact leadership,” she adds.

Jubilee Health Insurance & Business Excellence

Driving Business Growth and Innovation

Towards the end of 2024, Jubilee Health Insurance was recognised as Organisation of the Year- at the Women on Boards Network Awards. This award was for recognising the role of organisations in driving inclusivity and diversity.

Jomo emphasises that at Jubilee Health Insurance, inclusivity and gender parity are core values- everyone has a role to play. She highlights one of their flagship programs, Afya Mashinani, which has significantly impacted both working mothers and underprivileged staff. The initiative includes an on-site crèche to support employees with young children and provides free medical treatment to underprivileged individuals, the majority of whom are women. 

Additionally, she points to another major achievement—Jubilee Health Insurance’s menopause cover, a first-of-its-kind benefit designed to support women’s health. This innovative approach to inclusivity and well-being played a significant role in earning recognition.

“This recognition is proof that we are moving in the right direction to recognise the goal of providing gender parity and an environment that supports it. Our focus on customer-centricity, innovation, and digital transformation has positioned us as a leader in the industry.”

Human-Centric Leadership and Employee Well-being

Under Jomo’s leadership, Jubilee Health Insurance has been at the forefront of digital transformation. With AI-driven claims processing, corporate wellness programs, and innovative apps like Maisha Fit- that enables for health and fitness tracking, they are revolutionising healthcare insurance. 

“Employee engagement and well-being are now central to business success. At Jubilee, we ensure this remains a priority by fostering a workplace culture that values diversity, mental health, and career growth.”

Digital Transformation and the Future of Work

“Technology is not a replacement for people; it is an enabler. It allows us to focus our human resources on high-value tasks while automating repetitive processes,” she explains.

She states that with increased digitisation, data protection is paramount. Jubilee Health Insurance invests in robust cybersecurity measures to ensure transparency, efficiency, and trust in HR management.

Jomo adds that the future of work demands a balance between technology and human-centric leadership, and that’s the balance she strives to maintain at Jubilee Health Insurance.

Women in Leadership & Mentorship

Breaking Barriers and Empowering Women

As a woman leading a major insurance institution, Jomo has had to navigate challenges unique to female executives. “Women in leadership often have to prove themselves twice as much. But I have learned that confidence, competence, and a strong support system make all the difference.”

She is passionate about mentoring the next generation of leaders, especially young women. “Mentorship is about lifting others as you climb. I actively guide young professionals, helping them navigate career challenges and build their leadership capacity.”

One of the things that set Jomo apart is her humility in acknowledging those who have come before her. “There are people who paved the way before me, and I have benefited from their experiences and guidance. I want to be that kind of leader for others—someone who lifts as she climbs.”

The Future of HR Leadership in Kenya

The HR landscape is evolving rapidly. With the rise of AI, remote work, and digital HR systems, leaders must rethink how they engage and retain talent. The future is about flexibility, inclusivity, and continuous learning.

Advice to Emerging Leaders

As the interview concludes, Jomo leaves a powerful message for aspiring leaders: “Leadership is not about titles—it’s about impact. Be resilient, be adaptable, and always lead with integrity. Success is not about being the smartest person in the room; it’s about being the most effective at bringing people together to achieve a common goal.”

Through her journey, Njeri Jomo is redefining leadership, proving that in an era dominated by technology, the most successful leaders will be those who never lose sight of what truly matters—people.

Her story is not just about corporate success—it is about courage, resilience, and the determination to make a difference. “I want people to know that leadership is not about titles; it is about impact. If I can inspire just one person to step into their greatness, then I have done my job.”

The post Feature on NJERI JOMO first appeared on Magazine.

The Kenyan workplace is changing faster than ever. Technology, particularly the Internet of Things (IoT), is no longer a futuristic concept but a present reality, it’s here, and it’s changing how we work and reshaping how we interact. Sure, IoT can boost productivity, but its real magic lies in making work better for people. I believe that if Kenyan leaders put the people first and use IoT wisely, then we can create a future where technology empowers employees, improves their well-being, and helps businesses thrive. This article explores how Kenyan businesses can leverage IoT to create a more connected, engaging, and human-centred workplace. 

The Human-Machine Partnership: Building Trust and Collaboration 

The fear that machines will replace humans is a common concern. However, I see IoT not as a threat, but as an opportunity for a powerful human-machine partnership. In Kenya, where our workforce is diverse and resourceful, we can leverage IoT to augment human capabilities, not replace them. Imagine a manufacturing plant where sensors monitor equipment health, alerting human technicians to potential issues before they escalate. This allows technicians to focus on complex problem-solving and strategic decision-making, while IoT handles the mundane and repetitive tasks. Building trust in this human-machine partnership is crucial. Transparency in how data is collected and used, coupled with clear communication about the role of IoT in the workplace, will foster a sense of collaboration rather than apprehension. Ethical considerations must be at the forefront of any IoT implementation, ensuring that technology serves humanity and not the other way around.    

IoT and Employee Well-being: Creating a Supportive Workplace 

The well-being of our employees is paramount. IoT offers exciting possibilities for creating a healthier and more supportive work environment. Wearable devices can track employee activity levels, sleep patterns, and even stress levels, providing personalised insights and recommendations for wellness programs. In Kenya, where work-related stress is a growing concern, such data can be invaluable in designing targeted interventions and promoting a culture of well-being  

Personalisation at Scale: Tailoring the Employee Experience 

One of the most compelling aspects of IoT is its ability to personalise the employee experience at scale. From workspace comfort to learning and development, IoT data can be used to tailor various aspects of the employee journey. Imagine a learning platform (LMS) that recommends relevant training modules based on an employee’s skills and interests, or a recognition program that rewards employees in real-time for their contributions. In Kenya, where we value individuality and recognise the unique talents of each employee, such personalisation can be a powerful tool for driving engagement and motivation.    

Beyond Productivity: Enhancing Engagement and Motivation 

While increased productivity is a desirable outcome, the true potential of IoT lies in its ability to enhance employee engagement and motivation. Gamification, personalised feedback, and real-time recognition are just a few ways in which IoT can create a more dynamic and engaging work experience. Imagine a sales team where performance dashboards provide real-time feedback and recognise top performers or a customer service team where IoT-enabled chatbots assist with routine inquiries, freeing up human agents to focus on complex customer interactions. These examples illustrate how IoT can be used to create a more stimulating and rewarding work environment. 

The Power of Sensors: Understanding the Technology 

Understanding the different types of IoT devices and their applications in HR is crucial for successful implementation. From environmental sensors that monitor air quality to wearable devices that track employee activity, the possibilities are vast. In Kenya, where we have a growing tech-savvy population, we can leverage local expertise to develop and implement innovative IoT solutions tailored to our specific needs. 

Data Privacy and Security: Protecting Employee Data 

With great power comes great responsibility. Data privacy and security are paramount in the age of IoT. Kenyan businesses must adhere to strict data protection regulations and implement robust security measures to safeguard employee data. Transparency in data collection practices, clear consent mechanisms, and secure data storage are essential to building and maintaining employee trust.    

Integrating IoT with Existing HR Systems 

Integrating IoT data with existing HR systems is key to creating a seamless and efficient HR ecosystem. This requires careful planning and collaboration between HR and IT departments. In Kenya, where many organisations are still in the early stages of digital transformation, this integration can be a significant challenge, but it is also a tremendous opportunity to leapfrog traditional HR processes and embrace a more data-driven approach. 

The Evolving Role of HR: From Administrator to Experience Designer 

IoT is transforming the role of HR. HR professionals are no longer just administrators; they are becoming experienced designers, responsible for creating a positive and engaging employee journey. This requires a new set of skills, including data analytics, technology literacy, and a deep understanding of human behaviour. In Kenya, I believe that investing in the development of these skills within the HR profession is crucial for our future success. 

Case Studies: Leading the Way 

Several organisations in Kenya are already exploring the potential of IoT in HR. While many are still in the pilot phase, these early adopters are paving the way for others to follow. Sharing these success stories and lessons learned is essential to accelerating the adoption of IoT in HR across the country. 

In conclusion, the future of work is connected. IoT has the potential to revolutionise the employee experience, creating a more human-centred, engaging, and productive workplace. However, successful implementation requires a human-centric approach, a focus on data privacy and security, and a 

willingness to embrace change. I believe that Kenyan businesses are well-positioned to leverage IoT to create a truly world-class employee experience, driving innovation, and achieving sustainable growth. By embracing the power of IoT and putting people first, we can unlock a future where technology empowers our workforce and strengthens our organisations.    

The post IS YOUR WORKPLACE READY FOR THE IOT REVOLUTION?  first appeared on Magazine.

The Future of Jobs 2025 Report by the World Economic Forum (WEF), released in January 2025, provides comprehensive analyses of the evolving global labour market, driven by five major trends, namely technological advancements, demographic shifts, changing economic dynamics, climate change mitigation, geo-economic fragmentation, and geopolitical tension. (Future of Jobs Report 2025, World Economic Forum) For human resources (HR) practitioners in Kenya, this report offers critical insights into the challenges and opportunities for our industries and workforce and the need to manage the change. HR professionals must provide leadership and guidance for their organisation to remain resilient and ensure the work for competitiveness in navigating the terrain ahead. 

One of the key findings of the Future of Jobs 2025 Report is that the rapid pace of technological change is leading to both the creation and destruction of jobs due to structural labour market transformation. The report mentions that 60% of the organisations under the sample indicated that they expected their business to change with the transformation in technology such as AI, robotics and automation. The report shows that between 2025 and 2030, there will be a net growth of 7% of total employment, a displacement of 8% of current jobs, and a creation of 14% of today’s employment or 179 million jobs. ( Future of Job Report 2025, World Economic Forum) Therefore, it is urgent to note the report, contextualise it for our organisations, and  Plan and manage the change that will arise in our contexts to assist the employees and prepare for the implication projected by retooling, reskilling, upskilling or even transitioning in cases where jobs become obsolete, as noted that there is a fast decline in demand for specific jobs, such as cashiers, postal service clerks, and clerical and secretarial workers. 

In Kenya, where unemployment is a public concern, it is essential to be candid in our discussions as HR professionals to inform on the future of jobs as driven by macro trends; the future of jobs must be discussed and approached from a multisectoral approach, considering that the trends are in favour of automation and digitalisation as a business senses, and, the value of AI in easy and efficient service delivery is attractive. The report highlights the growing demand for skills in data analysis, artificial intelligence (AI), digital literacy, and emotional intelligence. HR professionals will need to guide the workers on this future of the job; the voice of the HR professional should also be heard and felt at the national level by driving the dialogue on the national level of the skill set required, thus informing Country training policy and decisions, for productive national human resource development.

For instance, when adopting AI and automation in Kenya’s HR, practitioners must ensure that employees have the right skills and attitude to support the change in the organisation. The definition of the workplace has changed. It no longer refers to brick-and-mortar buildings, where employers report at prescribed hours. Today, the place of work is abstract and opaque.  The COVID-19 pandemic in Kenya introduced a new trend., which is entrenched and has become the new norm of business, namely remote work and gig economies, otherwise defined in Kenya as hustle and flexible working arrangements. Therefore, as HR professionals, it has become imperative that the traditional employment models are dismantled to pave the way to the new normal that matches the temperament of the latest generation of workers (Gen Z and Beyond) joining organisations today in response to the demographic shifts witnessed in the labour market; this means that the organisational structures and policies will need to be responsive to create a sustainable and nurturing a sense of belonging of all team players in the organisation. If anyone needs further convincing that drastic changes in HR practices are on, pick a copy of No Rules Rules, Netflix and the Culture of Invention by Reed Hastings and Eric Mayer to guide your conversion.

HR practitioners in Kenya are responsible for guiding the country in navigating the rapidly changing labour market and mapping and prioritizing skills development that drive the global labour market development. By doing so, they can ensure that Kenya’s workforce remains competitive, productive and resilient in the face of international trends.

The writer is the Ambassador of the Republic of Kenya to the Republic of Korea.

The post FUTURE OF JOBS 2025 REPORT: WHAT DOES IT MEAN FOR HUMAN RESOURCE PRACTITIONERS IN KENYA first appeared on Magazine.

Human-centric leadership is an emerging leadership style that prioritises people and purpose over profit, creating a culture based on trust, empathy, and open communication. This approach focuses on valuing individuals for their unique qualities and perspectives, offering them psychological safety to express themselves freely and innovate without fear of judgment. Research identifies authenticity, empathy, and flexibility as key traits of human-centric leaders, making this leadership style essential for organisations seeking to enhance employee engagement, creativity, and overall productivity.

In the digital age, the importance of human-centric leadership has amplified as businesses navigate technological advancements and remote work environments. Leaders must balance technical expertise with interpersonal skills, fostering a workplace culture where employees feel valued, empowered, and supported. This article explores the principles of human-centric leadership, its role in the digital workplace, and actionable strategies for integrating these practices effectively.

Understanding Human-Centric Leadership (HCL)

Human-centric leadership focuses on creating an environment where employees feel valued, empowered, and connected to the organisation’s mission. It goes beyond traditional hierarchical leadership by fostering trust, empathy, and collaboration as central elements of workplace dynamics. Leaders are expected to actively listen to employees, provide psychological safety, and prioritise personal and professional development.

This approach does not only enhance employee engagement but also builds stronger interpersonal relationships within teams, making employees more likely to contribute innovative ideas. For example, leaders who embrace transparency and authenticity inspire loyalty, as employees feel connected to a shared purpose. Furthermore, human-centric leadership drives organisational adaptability by encouraging a feedback-rich culture, enabling teams to respond effectively to change.

HCL is not merely a leadership trend, it’s a transformational framework that aligns individual employee goals with organisational objectives, ensuring long-term sustainability and success.

The challenges of human-centric leadership in a digital environment

While HCL offers tremendous benefits, implementing it in a digital environment comes with significant challenges. The fast-paced nature of digital transformation often prioritises technological efficiency over human connection, making it difficult for leaders to balance automation with empathy. Leaders may also struggle to develop the digital leadership skills needed to manage remote or hybrid teams effectively.

Another challenge is ensuring inclusivity and accessibility, particularly when employees have varied levels of digital literacy. Leaders must address this by providing equal opportunities for all team members to engage with new technologies. Resistance to change, a common hurdle, requires leaders to communicate the value of human-centric approaches and involve employees in decision-making processes.

Moreover, ethical concerns related to AI and data use add complexity to the implementation of HCL. Organisations must ensure transparency in how technology affects employees, building trust through open communication and aligning digital tools with employee needs. Leaders must prioritise ethical AI frameworks and advocate for fairness and inclusivity to overcome such barriers. To overcome these barriers, organisations must invest in upskilling, foster a culture of collaboration, and ensure that technological adoption aligns with human values and ethical considerations.

Strategies for leveraging human-centric leadership in the digital age

To effectively implement HCL in a digital workplace, leaders should adopt a multi-faceted approach. First, fostering inclusivity and diversity is essential. This can be achieved by establishing diverse leadership teams and encouraging cross-functional collaboration to promote innovation. Leaders should model behaviours that prioritise empathy and open dialogue, enabling employees to feel heard and respected.

Second, leveraging technology to personalise employee experiences is critical. AI-driven tools can be used to tailor training programs, track employee development, and provide real-time feedback. For example, AI-powered chatbots can offer on-demand support to employees, enhancing both productivity and job satisfaction.

Third, leaders must adopt adaptive leadership styles, such as servant leadership, to cultivate a supportive and growth-focused environment. Investing in infrastructure that supports hybrid and remote work is another key strategy, enabling employees to work flexibly without sacrificing connectivity and collaboration.

Finally, promoting a digital-first culture is crucial for organisations to thrive. This involves integrating digital tools into daily workflows while ensuring that human values remain central to organisational decision-making. By blending technological advancements with human-centric practices, leaders can create workplaces that are both innovative and inclusive.

Conclusion

Human-centric leadership is vital in the digital age, bridging the gap between technological advancements and human connection. By prioritising empathy, adaptability, and collaboration, leaders can create workplaces where employees thrive. Organisations that embrace this leadership style stand to gain improved employee satisfaction, higher innovation rates, and a stronger competitive edge.

To thrive in this ever-evolving landscape, leaders must adopt strategies that align digital transformation with human-centric values, ensuring sustainable growth and employee engagement. It’s time to put people first for both organisational success and employee well-being.

The writer is an Operations, Human Resources & Performance Consultant. She is the Managing Director of International Talent Management Consulting Ltd.

The post LEVERAGING TECHNOLOGY TO ENHANCE EMPLOYEE EXPERIENCE  first appeared on Magazine.

Kenya’s public service stands at a crossroads. While globally recognised for its great talent export, it remains bogged down by bureaucracy and inefficiency. The rise of artificial intelligence (AI) presents a chance to leapfrog these challenges—if embraced strategically. Will AI revolutionise service delivery and reinvent governance or will poor planning and fear turn it into another missed opportunity?

AI for a Smarter Government

A visit to most government offices still means long queues, endless paperwork, and slow responses. AI can change this by streamlining processes like ID and passport applications, freeing staff for complex tasks. Estonia has already automated 99% of government services, and Singapore’s AI-driven Smart Nation initiative is setting the standard. Kenya’s e-Citizen platform is a step forward, but without AI integration, it risks remaining a digital front for an otherwise manual system.

Rewriting the Rules: AI and the Future of Jobs

Automation will disrupt traditional roles, but AI is more of a job transformer than a job killer. We must prepare by investing and creating new roles in data science, cybersecurity, and digital governance.  The need will be AI specialists, data scientists, cybersecurity experts, and digital policy strategists. The challenge, then, is not job loss but job transition and or transformation. 

The World Economic Forum predicts that while AI may displace 85 million jobs globally by 2030, it will also create 97 million new ones. The difference between countries that benefit and those that suffer will be how well they prepare their workforce. Kenya must take decisive action—incorporating AI training into public sector programs, reskilling and upskilling employees.

The Make-or-Break Factor

Our Public service needs to be reimagined.  The current regime has already recognised AI’s potential through its Digital Economy Blueprint, but progress has been slow.  However, AI will not wait for our readiness. 

If AI is to fulfil its promise, the public sector must embrace an agile, forward-thinking approach. Ministries and state agencies must foster partnerships with universities and private tech firms, embedding AI-readiness into policy frameworks and governance structures.

Countries that hesitate risk being left behind in a wave of digital transformation. Our Public Service can learn from global leaders like Canada, the UK, and China, which have invested heavily in AI governance and Cybersecurity.

The Challenges

AI is no magic wand. Its deployment in public service brings serious ethical and security concerns that Kenya must address head-on. Data privacy is a ticking time bomb. AI thrives on data how do we ensure that citizen information remains protected? Without stringent data protection laws, AI adoption could morph into digital surveillance, raising alarm bells about government overreach and citizen rights.

Bias in AI is another pressing issue. AI systems are only as good as the data they are trained on. If these datasets reflect societal biases—gender discrimination, ethnic favouritism, or economic disparities—AI will reinforce rather than eliminate these prejudices. Studies have shown that AI-driven recruitment tools if not carefully managed, can disadvantage women and minorities. Kenya must develop frameworks that prioritise fairness, inclusivity, and ethical accountability.

Cybersecurity threats are everywhere. AI-powered automation, while improving efficiency, presents new vulnerabilities. Estonia’s AI-driven government model is underpinned by one of the most sophisticated cybersecurity infrastructures in the world. I believe we must follow suit, ensuring that it doesn’t open doors to cyberattacks, data leaks, or system manipulations.

AI’s Potential Beyond Efficiency in the Public Service

Beyond streamlining services, AI can combat corruption by detecting fraudulent transactions, enhancing healthcare through predictive diagnostics, streamlining medical record keeping and optimising resource allocation. It can also improve election integrity, climate monitoring, and education by customising learning experiences.

The Role of HR in an AI-Driven Public Sector

Far from making HR obsolete, AI will make its role more critical. HR professionals must lead in workforce planning, ethical AI oversight, and talent development to ensure AI augments, rather than replaces, human workers. HR teams in public service must shift their focus from administrative processing to strategic workforce planning, ensuring that employees are prepared for AI-driven workplaces. Talent development, ethical AI oversight, and employee well-being will become core HR responsibilities in an AI-powered governance model.

HR professionals in the Public service are poised to take the lead in shaping policies that ensure AI is used as a tool for augmentation rather than replacement. They must drive discussions on ethics, labour laws, and continuous professional development in an AI-driven public service.

The Way Forward

I am persuaded that there is a need for a National AI Strategy, bringing together policymakers, tech experts, and civil society to shape its future. AI will either drive a new era of efficiency and accountability—or become a missed opportunity. The choice is ours.

The writer is a seasoned Certified Human Resource and Administration Management Expert. She is the Head of HR and EACLGA Focal Person at the Council of Governors and has held positions in both the UN and American Embassy and Humanitarian Leadership Academy (UK) taking on responsibilities of Human Resource, Administration and Project Management.

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The landscape of organisational leadership is undergoing a profound transformation as we navigate the complexities of the Fourth Industrial Revolution. The 2024 World Economic Forum in Davos has illuminated the critical intersection between human-centric leadership and technological advancement, highlighting both the opportunities and challenges that organisations face in this digital age.

At the heart of this transformation lies the fundamental challenge articulated by Klaus Schwab, Founder and Executive Chairman of the World Economic Forum who said, “The pace of technological change is outstripping the ability of workers to adapt.” This observation becomes particularly significant as organisations rapidly embrace Artificial Intelligence (AI) integration, with approximately 80% planning to accelerate their technological transformation. This creates an urgent need for leadership approaches that can effectively bridge the gap between technological advancement and human adaptation.

The evolution of workplace dynamics demands a sophisticated understanding of how AI can enhance rather than diminish human potential. Leaders must now navigate a complex landscape where success depends on their ability to leverage AI-powered solutions while maintaining meaningful human connections. This includes implementing digital tools that streamline operations and enhance productivity while simultaneously fostering an environment where human creativity, emotional intelligence and strategic thinking can flourish.

A critical aspect of this transformation is the emergence of new skill requirements. The future workforce needs a hybrid skill set that combines technical proficiency with distinctly human capabilities. While the demand for technical roles such as data scientists, AI engineers and cybersecurity experts continues to grow, equally important are skills in creativity, emotional intelligence and adaptive thinking – areas where human capability remains uniquely valuable. This duality presents a significant challenge for leadership development programs, which must now prepare leaders to be both technically competent and emotionally intelligent.

The ethical implications of AI integration have emerged as a crucial consideration. Organisations must address concerns about job displacement, technological inequality and the potential exacerbation of existing socioeconomic disparities. Leaders are tasked with ensuring that digital transformation creates inclusive opportunities rather than deepening divisions. This requires implementing comprehensive reskilling programs and creating pathways for continuous learning that are accessible to all employees.

To address these challenges, organisations are implementing multi-faceted approaches to workforce development. This includes creating personalised learning pathways that accommodate different learning styles and starting points. Mentorship programs that bridge the AI generation gap are becoming increasingly important, as are feedback systems that help identify and address skills gaps in real-time. Public-private partnerships play a crucial role in developing scalable solutions for workforce development, particularly in creating accessible pathways for continuous learning and skill adaptation.

Cultural transformation emerges as a critical success factor in this journey. Organisations must foster an environment that embraces both technological innovation and human connection. This involves creating spaces for experimentation and learning while maintaining a focus on employee well-being and work-life integration. Leaders must champion a culture where digital tools enhance rather than replace human interaction, ensuring that AI serves as an enabler of human potential.

The successful implementation of human-centric leadership in the digital age requires a balanced approach to AI adoption. Leaders must ensure that AI implementations are purposeful and aligned with human needs. This includes:

• Developing comprehensive digital literacy programs that empower employees to effectively utilise new technologies
• Creating feedback mechanisms that allow for continuous improvement of digital tools based on user experience
• Implementing wellness initiatives that address the psychological impacts of increased digitalisation
• Fostering collaborative environments that combine the efficiency of digital tools with the richness of human interaction

Looking ahead, organisations must prepare for continued AI evolution while maintaining their focus on human development. This includes investing in both technical infrastructure and human capital development, creating inclusive digital environments that accommodate diverse needs and abilities and maintaining a strong emphasis on ethical considerations in AI adoption.

The future of work demands leaders who can navigate the complex interplay between technological advancement and human needs. Success in this new era requires a leadership approach that recognises the value of both technological efficiency and human insight, creating environments where both can flourish symbiotically.

As organisations continue to navigate this digital transformation journey, the key to success lies in maintaining a balanced perspective that recognises both the power of AI and the irreplaceable value of human capability. The most successful organisations will be those that can harness AI advancement to enhance rather than replace human potential, creating workplaces where innovation and humanity coexist and reinforce each other.

The journey toward human-centric leadership in the digital age is ongoing, and organisations must remain adaptable and responsive to emerging challenges and opportunities. By maintaining a clear focus on human needs while embracing AI advancement, organisations can create sustainable, resilient and engaging workplaces that drive both productivity and human fulfilment.

In addition, employee experience supports an organisation in discovering the situations in which people learn and perform best.  Norman, Donald A, 2023, presented the foundational thoughts on addressing technology’s presence to the interests and purposes of an organisation which should be questions addressed in supporting technology to enhance employee experience. In essence, the interests and purposes of an organisation should be wholly geared towards producing successful outcomes by embracing the need for technology in driving employee experience. 

As organisations look to gain a competitive edge, technology takes centre stage in ensuring these organisations remain at the top. Packaging technology within organisations includes looking at the systems in place for successful recruitment management, performance management, employee relations, compensation and benefits management, payroll management, learning and development as well as compliance where we look at employee data storage. Malik, A., Budhwar, P., Mohan, H., & N. R., S. (2023) note that there are six vertical HR themes outlined as Growth and Career, Team and Unit, Reward and Recognition, Health and Wellness, Voice and Talent and Passion.  

Technologies used to foster successful experiences encompass the above cores in order to get a feel of what the employees are experiencing. For example, surveys such as the annual Great Place to Work have provided channels for organisations to understand the levels of employee engagement in a discretionary manner that allows diverse responses. Malik, A., Budhwar, P., Mohan, H., & N. R., S. (2023) also note that internal staff surveys facilitate the co-creation of organisational values by the senior management team and human resource. These surveys help to promote retention within the organisations by acknowledging the issues raised through the survey, addressing them and solving the challenges raised as well as appreciating the positive bits raised through the surveys. This is key, as highlighted by Abhari et al (2008) who state that organisations must view their employees as internal customers by delivering the right experiential needs. 

To get an all-round picture of how employee experience can be boosted to an all-time high in an organisation, surveys play a key role in encouraging employees to build their voice on some of the ways in which the present technology in an organisation is bridging the gap from less efficiency to more seamless employee practices within the organisation as well as what the organisation may be lacking technologically as these employees heavily interact externally with the people around them including their families, friends and professional colleagues and some of their discussions focus on how technologically advanced their organisations are in terms of their work tools, the systems they use in their departments as well as the general software which all staff use. This is why surveys are the key to unlocking greatness with regard to how an organisation leverages its technology to enhance employee experience. 

Technology that promotes seamlessness in conducting work tasks for different departments promotes a cohesive work culture where each employee understands their scope of work. It enhances value addition in the work output of an organisation while creating synergy leading to the enhancement of employee experience within the organisation. Case in point for this is the COVID-19 pandemic which led to total lockdown in many if not all countries globally and organisations had to figure out how to function without having to go to work. In this case, user-friendly technology ensured that employees were able to work seamlessly from different locations and produce results. 

Human Resource Cores such as recruitment and selection were able to be facilitated as there were systems that supported the hybrid working mode thus improving the employee experience by boosting the employee morale and productivity. McKinsey employees; J Emmett, G Schrah, M Schrimper, and A Wood (2020) note that a McKinsey’s survey done on more than 800 employees based in the US on diverse topics related to employee experience found that employees in hybrid work mode see more positive effects in their day to day work, are better engaged and these employees also have a stable sense of well-being compared to those who commute to work. The success of the hybrid work mode is due to the present technology that facilitates working remotely or working a few days at the office and some days at home without any glitches. 

In Conclusion, organisations that learn to promote the usage of technology enhance their compliance and safety practices where all data is stored within these systems. The technology within an organisation plays a large role in shaping the culture of an organisation and building the organisational reputation as a best practice that other organisations can benchmark. Olivia Hector and Rory Cameron (2023) highlight that engaged and satisfied employees are highly likely to achieve successful performance. In essence, organisations that choose to heavily invest in their technology have better outcomes on employee experience and as the famous phrase goes, ‘disrupt or be disrupted.’ Leveraging technology for enhanced employee experience is truly the only way to go in this digital age. 

The author is the Head of Human Resource Management at the County Assembly of Bungoma.

The post DIGITAL SYNERGY: LEADING WITH HUMANITY IN AN AI-POWERED WORKPLACE first appeared on Magazine.

The emergence of generational characteristics of millennials and Gen-Z has shocked many. This is an interesting demographic to learn and watch with its unique characteristics. As a millennial, I was shocked when I heard blanket statements that millennials were generally lazy. I kept on wondering how I could change the perception and narrative about millennials in the workplace. During my debut internship, I was keen to look at the gaps where I could add value. This set a good footprint on how I viewed work and created a competitive advantage for my generation.

Millennials and Gen Z have extraordinary expectations from work and have different values, such as greater transparency and increased diversity. Previous generations were more reserved on discussing matters such as mental health and work-life balance. 

A recent study by Siasa Place dated 4^th May 2024 indicates that Gen Z hate 8-5 jobs, and prefer flexi–hours; gave mind-boggling insights on expectations of young people at the workplace such as flexible working hours and challenging the status quo on bureaucracy. “Gen Zs hate 8-5 work routine and would prefer working from home or in shifts”.

The status quo can however be challenged through mentorship, as the youth demographic divide is an asset in Africa as it comprises of the largest population. These youth groups comes with plethora of skills not limited to innovation and being technologically savvy. The quality of mentorship a young person is exposed to decolonizes their mind by shifting from scarcity to abundance mentality, I sometimes refer to them as a Cheetah generation.

An example of such a mentorship programme is the Young African Leadership Initiative (YALI) which has three components; The YALI regional centres in East, Central, West and South Africa which gives an opportunity for young people across Africa to interact and leverage their skills, rich diversity and Pan-African values. Mandela Washington Fellowship a cultural immersion programme in the United States brings together seven hundred (700) exceptional leaders across Africa, and YALI online courses provide an e-learning platform on various topics and skills ranging from interview, workplace diversity, goal setting and many contemporary issues. The flagship program by former POTUS Barrack Obama is solid in building the next generation of leaders in Africa where I am a beneficiary of the Public Management Track under YALI RLC East Africa.  

Mentorship plays a vital role in shaping ideologies, demystifying misconceptions, half-truths, learning, unlearning and relearning. An excellent example is the Emerging Public Fellowship Programme (PSELF) where I was nurtured with crème ’de le crème ‘accomplished public servants like Emeritus Head of Public Service Amb. Francis Muthaura, Former CEO of Vision 2030 Dr. Mugo Kibati, Former Liberian President Sir. Ellen Johson Sirleaf, Director of Performance in the Public Service among others on citizen-centricity and understanding the public service and how it works.  This has given me and other fellow beneficiaries of the programme greater responsibility than our normal job description stipulated in the scheme of service. Millennials and Gen Zs need to invest their time and resources in such programs since they get to learn from the best and borrow best practices. 

In their book, The True North, by Bill George and Zach Clayton the difference between 20^th  century and 21^st Century leaders include; ‘’ In philosophy, 20^th  Century leaders believe in command and control whereas 21^st Century leaders believe in authentic leadership, in organizational leadership 20^th Century leaders believe in hierarchical management contrary to 21^st Century leaders who believe in empowering leadership, greatest strength of 20^th Century leaders is IQ whereas 21^st Century leaders if EQ, 20^th Century leaders motivation is self-interest contrasting with 21^st Century leaders who are motivated by institution’s best interest. Lastly, 20^th Century leaders’ experience is perfect resume whereas 21^st leaders’ experience is learning through crucibles’’. 

As we celebrate the International Youth Day of Service, millennials and Gen Zs at the workplace ought to invest in self-development by being self-aware and identifying crucibles that will shape their true self. Further, finding their sweet pot, living an integrated life and align their values. In his book, Seven Habits of Highly Effective People, Steve Covey gives seven (7) principles of metamorphosis from developing self to interdependence of building synergy with groups and others. Practising the seven habits for close to five (5) years has helped me discover myself as a millennial to do better, and become better. Every inherent human being is a work in progress. 

Kusa Hazel is an HR practitioner at the Office of the Deputy President, State Department for Devolution-Nairobi Rivers Commission. Fellow; Emerging Public Service Leadership Fellowship Programme (PSELF)-Inaugural Cohort | Fellow: Young African Leaders Initiative (YALI East Africa)-Public Management Track | Semi-finalist; Mandela Washington Fellowship, 2024 | Fellow: Inaugural Cohort: East Africa Fellowship Public Service Leadership Programme | Member: Associate member Institute of Human Resource Management (IHRM).

The post RAISING RESPONSIBLE MILLENNIALS AND GEN-Zs IN THE WORKPLACE  first appeared on Magazine.

Today the level of dynamism is unlike anything that came before it and as such, businesses are put under immense pressure. With the advancement in technology, today’s world is complex for an organization to survive. Amidst these challenges, a new generation has started taking a stand – Generation Z or Gen Z, which spans from 1997 to 2012, has started to transform the future of business in terms of innovation, sustainability, and resilience. Thus, for any business that wants to be successful in the twenty-first century, it has become a prerequisite to understand and harness the generative capacity of Generation Z. 

The Gen Z Mindset: A New Business Management Model 

They have known nothing other than being connected through the internet, and using social media as a mainstream way of interfacing with people, this generation is digitally native, globally minded, and cognizant of the interdependence of structures and societies. These characteristics are translated into the attitude that innovation is not only a tool for generating extra money but also for addressing the needs of society. Generation Z does not simply conduct business for the sake of monetary gains; they are out to change the world. 

The said mentality leads Gen Z to establish and patronize companies that have sustainable, ethical, and socially responsible operations. They will not accept the current state of affairs and are ready to disrupt conventional ways of doing business to build something new. For instance, they will buy products from organizations that are open about their effects on the environment and are pulled towards brands that reflect their beliefs in equality and fairness. 

Innovation as a Catalyst for Sustainability

Among other factors, one of the most notable features of Gen Z is the ability to use technology that was unavailable to previous generations. It’s not a matter of using the most up-to-date applications and sites; it is a case of embracing the appropriate technological approach. Many Generation Z entrepreneurs are applying technology to society to bring new changes to the economy. 

For instance, Gen Z is not only a consumer of the gig economy but also its creators. This flexibility and preparedness for change make Gen Z a formidable force when charting the course for building a company that has immense staying power. In addition, in a world where change is the only constant, it becomes vital for businesses to be constant with changes as quickly as possible. Above that, one may note that while distinguishing Generation Z, there is a connection between innovation and sustainability. They realized it is not merely about leading through an economic cycle but about creating organizations that could operate in a world with an environment.  

Sustainability – What makes Generation Z different from previous generations? The next part will be devoted to the Fundamental Pillar of Future Commerce.  

This emphasis on sustainability has now altered green innovation across the various sectors of the economy. For example, in fashion Gen Z businesspersons have risen to the challenge of designing fashionable and ethical fashion brands that are not associated with the evils of fast fashion industries. Bio-fabrics and generating attractive and naturally effective products are some of the things that they are using it for. In the energy sector, generation Z innovators are developing sustainable power solutions that are far better than the current ones in the market. They are also ahead in the program of cutting down carbon emissions, and the circular economy program as well. The scarcity here is not that it has been able to incur the least negative impact as much as policy changes that affect the business models are concerned. 

Through globalization, the current Gen Z is more knowledgeable than the previous generations; therefore, it will be wise to seek help from experienced business people. Thus, mentors will be in a position to explain to the young innovators what they should not do and how they should do it to be great innovators in a very short time. 

Collaboration: Key Gen Z insights: The promise 

To realize the full potential of Gen Z in contributing effectively to the achievements of businesses, the businesses themselves need to work in harmony. This means engaging with Gen Z at both the employee and the entrepreneurship level, as well as cultivating the ability to support their ideas. Those organizations that espouse a work culture that encourages and allows for innovation, as well as the consideration of diversity, have the potential to get the best talent in this generation from Gen Z. 

This is not only limited to the intra-organizational aspects but it goes with the extra-organizational aspects too. For Gen Z, the population is connected, and they understand that collaboration is the key to success. Therefore, they can be expected to actively engage other firms, NGOs, and governmental organizations in efforts to find solutions to global challenges. 

For example, the concept of social entrepreneurship is the result of the collaborative approach by Gen Z where many initiatives are based on involving multiple stakeholders to deal with poverty, education, etc. As such, there is an understanding that by allying, they create products that can have a social impact. 

What might be unknown to many is that the innovative ability of Gen Z is not some sort of a prospect on the horizon; it is real and already underway. This is because of their stewardship, their ability to appreciate and adapt technology, as well as their concerted efforts of major players involved, which are the key success factors in creating sustainable organizations that are capable of supporting the twentieth century. The future is bright for those companies that would like to associate with this new generation and help them unleash what lurks within them. 

Gerald Nyanjua Amolo is a practising Landscape Architect and the Founder of Apex Designs and Consultants, an architectural firm known for its innovative and sustainable design solutions, with a passion for creating harmonious environments that blend functionality with aesthetics. Email: geraldnyanjua@gmail.com.

The post The Gen Z Mindset: A New Business Management Model  first appeared on Magazine.

Career progression is simply how you move forward/upward in your career. The goal is to plan each of your roles, so you remain engaged, fulfilled and excited about your work. It’s also how you’ll get more responsibility and earn a higher salary. 

Importance/Benefits of Career Progression 

Different careers have different progression paths. Some careers have obvious and clear progression.  For those that do not, you may need to take the front foot on this one.   If you push it to one side and do not want to think about it because you don’t want to have the conversation with your boss, before you know it you will have been in the same role in the same company for 10+ years because you haven’t forward planned or thought about where you want to be in terms of your career growth. Career Growth is purely based on your own initiative and your performance. 

In short, you should be thinking about where you can progress with your role before you even start.  In the nicest way possible, your boss is not going to be thinking about this for you, they have their own job to do and their own progression to think about. Take ownership of it.   

From an employer’s perspective, it’s also important to think about it from a staff retention point of view. If employees have a clear progression path, they are more likely to be engaged and committed to their work. 

How to hold a career progression discussion with your supervisor 

Firstly, you need to prepare.  What are you good at?  What have you achieved?  How does that position you to be successful in your next role? Write down your key accomplishments so you have tangible data. Secondly, you should describe your vision.  Where do you see yourself in one year?  Three?  Five?  Do you want to run a team?  Do you want to travel for work?  Make sure you consider the skills and knowledge you would like to develop as well as showing what you have already developed and where your strengths lie. 

Finally, make sure you ask for what you want.  Be direct and to the point, don’t be fluffy.  You want to make sure that it is absolutely clear and that it’s not going to be miscommunicated in any way.  In short, if you want a promotion or are interested in a new assignment, ASK!  Even if your boss doesn’t open every door, you can reasonably expect that they will assist you in opening them.  Promoting you will strengthen her/his reputation at the very least.   My advice would be to identify some next-step possibilities and then mutually agree on the best way forward. 

Lastly, develop your strategy.  Have a plan A, but always have a plan B – a contingency plan.  You know what your vision is, so make a plan around it. 

Tips for Career Progression

 ➢ Find a mentor 

Mentors are great.  Amongst other things, they can help you to identify and work on the skills you need to succeed at work.  They can also support you through any difficulties or challenges you are having – everything ahead of you can feel quite daunting and overwhelming, and a mentor will listen to your ideas and thoughts in a constructive and non-judgmental way. 

➢ Use Your Performance Reviews 

Feedback helps to understand what you are doing well and where you can improve.  It’s also an opportunity to set or keep track of development goals.  Performance generally speaks for itself, and you are likely to be judged based on your output. 

➢ Plan and Speak Up 

Consider creating your own personal development plan to help show clear objectives and actions.  No matter how motivated you are to move your career forward, if you don’t voice this to your leader, it’s possible that your career goals might never be fulfilled.  If you appear happy and are performing well in your career, it’s easy for your supervisor/line manager to presume that you feel satisfied in your career.  Discuss career progression opportunities with your manager and the potential ways that you could develop within the business.  After all, if they want to keep you on board, they will be happy to support your career, so you can keep moving in the right direction. 

• Stop, Revive, Thrive 

Whether you are a long way ahead on your road or whether your road ahead is a long and winding one, don’t forget to stop once in a while to clear your head.  It is safe to confirm that I come up with my best ideas when I take a step back and use the time to reflect.  If you just have work and no play, you can easily drive yourself crazy, overthink, and overcomplicate something that may not be so bad.  So, don’t forget to take a breather every now and again and most importantly, don’t feel guilty about it! 

Career progression is important to think about at every stage of your career.  You should have an idea in your head about where you want to be in whatever number of years. If you have envisioned your next ten years, don’t waste time worrying about what people will think if you voice your opinion – you know where you want to be and so it’s important to speak up for it to happen.  

Take Home Pointers on Career Path Change 

Do not be afraid to change your career, if you feel stuck, unfulfilled, and not utilizing your full potential in your current career. However, before you do, please consider these few tips: 

• Is it really that you don’t like your current career, or you are in an organisation that makes you hate your career? 
• If your answer is yes, you don’t like your current career, then you need to take time to strategize.  You can start taking up roles in your organization that gravitate towards the career you want, that way, you will have a bit of exposure and experience. 
• As you seek out more roles in your desired career, if finances allow, go back to school, and study. This will give you an edge when you start looking for jobs. 
• Apply for jobs in your desired career and be sure to enlist your success stories in the current and desired career. 
• Give your all in your current career, do not wait until you are in your desired career to give it your all. Be disciplined, have principles and be focused. This work ethic will propel you to start off your new career on a high, which will in turn work to your advantage.  
• Do not quit your current job before you get one in your desired career. Unless of course, you have everything figured out. 
• Above all, trust God, and your intuition. 

Elizabeth is a seasoned HR professional with over 13 years of experience in managing comprehensive HR functions, including talent acquisition, employee relations, and organizational development. Known for aligning HR strategies with business objectives, driving employee engagement, and enhancing workplace culture. Proven track record of implementing effective HR solutions and leading teams to achieve organizational success.

The post DEMYSTIFYING CAREER PROGRESSION  first appeared on Magazine.

Job satisfaction is the state of fulfillment and gratification of employees in the production process of an organization. Managers have a greater responsibility in crafting a conducive atmosphere for effective production.  A company can employ very talented and “top cream” employees within the industry but if the workplace environment isn’t welcoming, they will all exit. The workplace environment is key in attracting and retaining employees. Employee engagement and job satisfaction are increasingly seen as a way of retaining staff, furthermore, encouraging them to share their view and ideas with co-workers and senior management helps in creating an environment of trust and cooperation.

I once researched on the “Effect of employee (teacher) transition on the performance of schools within Siaya Sub-county” in the wake of the delocalization policy adopted by the Teachers Service Commission. The research unearthed that many employees endure working in “our” institutions rather than enjoy rendering their services at the workplace as a result of an unfavourable work atmosphere which hinders the quality of their output.

So, what are the magic tips for enhancing job satisfaction?

1. Appreciate them for the work done; Have you ever given a task your best to accomplish a task and yet nobody discovers your efforts? How did you feel? Appreciation from your boss and co-workers can turn a mundane day into a very exciting one. It gives workers the impetus to do more. People like to work where they feel valued and respected. As a manager, make it a culture to often appreciate your employees. It will work wonders and bring the best out of them.
2. Foster good relationships with colleagues and superiors; Many people have abandoned well-paying jobs as a result of gory relationships with their colleagues. It is important to ensure you cultivate a good relationship with your superiors at the workplace since this will help in maintaining a healthy work environment resulting in job satisfaction. I once quit my work because a superior overindulged in my duties. It can be miserable to work among people you don’t get along with and in most cases, our employees at times endure working with us rather than enjoying offering their services. Some employees have ended up in depression while others are into chronic ailments as a result of this.
3. Good work-life balance; It is crucially important for employees to take some time off to attend to family, social and spiritual issues away from work. Creating time for recreation, team building and providing personal growth incentives helps to maintain a good work-life balance thus developing an all-round team of employees is critically important for achieving institutional goals and objectives. Institutions should embrace flexible work schedules such as part-time, paternity, and working from home where possible. Companies with rigid working practices are currently becoming unattractive as many people are opting for self-employment.
4. Company’s financial stability; Let us face the truth, we work for money and at the end of the month or week, we expect to be paid. Other benefits only follow thereafter. When the institution you are working for is not financially stable to pay for your services, you will never be satisfied to work there. The knowledge that the company you work for is financially viable enough to meet your wage bill is a guarantee in itself. Employees will only feel good when the institutions they are working for are performing well. Otherwise, they will always be in the fields looking for greener pastures.
5. Learning and career; Every worker dreams of career progression and professional development. Everyone desires to move steadily to the top. Work without career progression results in boredom. The need to upgrade your delivery techniques can be both inspirational and motivating. As a manager, it is necessary to provide benefits for career progression and development through further training. This will attract competent workers and cultivate job satisfaction.
6. Job security; This remains an ancient tool for attracting competent and talented workers. No one goes into a new job planning to leave it. All employees desire to work without looking over their shoulders for fear of being sacked. Whenever such insecurities begin to set in, employees begin to hatch an exit strategy. Learn to reassure your workers that their jobs are safe since threatening them with job terminations will create a big wedge between you and your staff
7. Attractive fixed salaries; We all expect to be paid for a day’s work and knowing that your income is going to be paid at the end of the week or month is more satisfying. Some managers have a bad habit of failing to pay their employees. I once worked at an institution for several months without earning a single coin, even though my contract clearly stated that it wasn’t a voluntary position. Managers need to realise that employees have bills to be paid and withholding salaries is immoral. They should be prompt in their payments to avoid pushing workers into crisis with their service and utility providers.
8. Interesting job content; As a manager, it is important to enrich the work of your employees by doing a proper job design to eliminate boredom. Contract a competent human resource professional to do job evaluation in your institution to match their work and qualifications to make their work interesting and lively.
9. Company values; Most of the 21^st century institutions have core values displayed from the entrance. When a worker is seeking for a job, they evaluate themselves in relation to the core values of the organization. Ensure that your company values are not a downgrade of their social moral system.

In summary, job satisfaction is both desirable and attainable. It may sometimes be necessary to modify your expectations or even consider changing jobs. No one – not your co-worker nor your boss that can make you trapped in a role that make you unhappy. When the rubber meets the road, we all tend to press the exit button somehow. (Adopted From 21^st Century Managers Handbook)

The writer is the CEO of Golden Generation Consultancy Firm & Wordsmith Printing Press. He is a trainer on various HR-related issues, a mentor across a number of learning institutions, a trainer on leadership and an author of several motivational books e.g. 21^st Century Managers Handbook and A Skillful Tent Maker among others. He is a member of IHRM.

The post ENHANCING JOB SATISFACTION FOR YOUR EMPLOYEES first appeared on Magazine.