Her transition from HR to business management unfolded in the tech industry, taking
her to global leaders such as Google and Expedia, where she married her passion for
people with the dynamism of technology. This unique combination of skills helped
shape her vision of digital skills development as a powerful lever for economic
empowerment. Nikki moved to Kenya eleven years ago, diving into the local education
and technology ecosystem. She then embraced leadership roles that spanned
education, e-commerce, and technology before returning to the education sector to lead
Mooring School, a role she describes as “really just the perfect mix of my passion for
people development, my passion around technology, and my expertise in business
management.”

“What really excites me about Moringa School is that it truly brings together everything
I’m passionate about: people, business management, and technology,” Nikki says. “It’s
rare to get to work in an organisation where all these elements come together in one
place. We’ve had incredible impact, and it’s thrilling to be at the forefront of technology
innovation. It’s incredibly rewarding to see how our work helps our students launch
careers and how we support the industry by delivering the talent and skills it needs to
move forward.”

Moringa School has evolved into Kenya’s premier technology skilling institution,
uniquely positioned to serve three broad customer groups with tailored offerings. Firstly,
the school provides entry-level learners—fresh out of high school or university—with the
essential tech skills needed to secure their first job. Secondly, Mooring supports
working professionals seeking to enhance their capabilities in fast-growing fields such
as data science, artificial intelligence, cybersecurity, and software development. Thirdly,
the school partners with organizations to deliver customized training tailored to their
specific upskilling needs, ensuring that companies can build agile, future-ready
workforces.

“Our whole reason for being is to develop the tech talent the world needs,” Nikki
explains. “We offer programs in software development, data science, data analytics,
cybersecurity, product design, Artificial Intelligence, and tech leadership. We work hard
to keep our courses practical and relevant because we understand what industry
demands today and tomorrow. We don’t just teach theory; we prepare learners to excel
in real-world roles.”

In the more than a decade that Moringa has been active, Nikki is especially proud of the
breadth of impact the school has achieved. “We’ve employed over 14,000 people so far,
and that has been a huge impact on careers, livelihoods, and the organizations
employing our graduates,” she notes. “We are also incredibly proud of our partnership
with Mastercard Foundation, which has enabled thousands of learners who couldn’t
afford our programs to attend through scholarships. This inclusivity is core to our
mission.” Moringa is also the only TVETA-accredited institution offering technology
boot camps in Kenya, cementing its leadership in digital skills education.

Looking ahead, Nikki is optimistic about the transformative potential of technology,
especially in data and AI. “I’m incredibly excited about where technology is heading. It’s
going to transform how businesses operate and get things done. I’m glad to see a
renewed interest in data because data is the foundation that makes AI work effectively.
AI isn’t new—it’s been around since the 1950s—but generative AI and agentic AI, where
AI can create things or perform tasks autonomously, are game changers. Our role at
Mooring is to equip everyone, not just tech specialists, with the skills to use these
powerful tools to be more productive.”

She also highlights cybersecurity as a growing imperative, amplified by AI-enabled
threats and new data privacy regulations. “Cybersecurity is a big focus for organizations
now, protecting their valuable data in a world of evolving risks.”

Nikki’s HR roots continue to influence her thinking on the future of work. “HR is really
well-positioned to be a key architect of how organizations evolve technologically and
culturally. The perception of HR has shifted; many companies now view HR as a critical
strategic function. By leveraging data and technology, HR can become a driving force
behind skills gap analysis, recruitment optimization, and workforce planning.”
Reflecting on her experience at Google, she recalls, “The people analytics function was
one of the most important areas, driving decisions by using data about people. At
Mooring, we even offer analytics for HR professionals to build those capabilities.”
Nikki emphasizes the importance of data privacy in HR technology. “The technology
must be set up to restrict access so only authorized people see sensitive information.

Integrity and confidentiality are essential on the human side too. This combination
ensures employee data remains secure while unlocking its value for strategic decision-
making.”

Within Moringa School, data and technology underpin every aspect of operations—from
marketing and customer care analytics to AI-powered chatbots that improve student
support. “We use data extensively to optimize everything—marketing effectiveness, call
response times, classroom learning management systems. Our next big focus is
integrating more AI-driven automation to free our teams to concentrate on strategic,
value-added initiatives,” Nikki reveals.
Her leadership also extends to partnerships, such as the collaboration with the Institute
of Human Resource Management (IHRM) to develop an AI for HR Professionals
program. “It’s about practical skills—not coding—but showing HR practitioners how AI
can streamline repetitive tasks, improve decision-making, and enable them to take on
more strategic roles.”
For young people entering the workforce, Nikki offers grounded advice: “Get a strong
foundation in your chosen craft—whatever it is—and go deep. Stay curious and be ready
to continually upskill. AI and technology are tools; find ones that work for you and
master them. Don’t get overwhelmed by the noise—pick one or two tools that give you
real returns and run with those.”
Looking to the future, Nikki envisions HR professionals not just adapting to technology
but leading organizational transformation. “Technology change is really about people.
Many organizations are merging HR and tech departments because they realize HR
understands people best. The HR professional of tomorrow will be a strategic voice
driving technology adoption, managing change, and shaping the future workplace.”
Nikki Germany’s journey—from HR professional to business leader to education
pioneer—epitomizes the power of combining passion for people development with
technology and strategic vision. Under her stewardship, Moringa School is not just
transforming individual lives but rewriting Kenya’s digital future, producing a new
generation of tech talent ready to innovate on the global stage. Nikki proudly says, “This
is my home now; I’m Kenyan at heart, and I’m excited to be part of this incredible story.”

The post Nikki Germany: From HR Roots to Tech Visionary, Driving Kenya’s Digital SkillsRevolution first appeared on Magazine.

Dr. Karani Magambo FIHRM

In today’s global environment, organisational ecosystems are undergoing significant changes to stay competitive. In this context, Human Resources plays a vital support role, responsible for making many key decisions. This article aims to provide an overview of data and analytics, emphasising their practical use, importance, applications, and challenges in HR decision-making. Furthermore, the article will explore the applications of HR analytics across various areas, including talent acquisition, performance management, employee engagement, learning and development, and retention strategies, while also highlighting data sources relevant to HR analytics.

Operationalisation

From a historical perspective, using data and analytics to inform decisions is not new. Recently, HR practitioners used simple data to make administrative decisions, like tracking staffing, training, and industrial relations. Nevertheless, with the growth of big data and powerful computers, leaders have shifted from relying on intuition, observation, and suspicion-based choices to a technology-focused, evidence-based approach, utilising quantitative HR metrics to gain valuable insights.

Data Points

Workforce planning and acquisition: This is a strategic process designed to ensure the organisation maintains optimal staffing levels. Key metrics include analysing past data to identify trends, such as recruitment success rates, sources of successful candidates, and the quality of interviews. The insights presented here can help HR make predictions about candidate availability and develop prescriptive models for recruitment, career advancement, and retention.

Learning and development: A critical process that equips employees with the competencies needed for their roles. By analysing employee performance, skills, competencies, and career goals, HR can identify gaps and take a proactive approach to align interventions with each person’s career aspirations and work preferences.

Performance Management: Performance management systems have often been seen as subjective and judgmental; however, technological advancements have made them more objective and comprehensive. This boosts trust by providing clear key performance indicators, such as completion rates, defects, NPS, revenue per employee, and profits per FTE. Such an approach helps organisations evaluate performance accurately, identify gaps, and plan interventions.

Employee engagement: Employee engagement refers to an individual’s commitment and willingness to contribute to an organisation’s success, as evidenced by their discretionary efforts. Key indicators include engagement rates, performance review reports, turnover rates, and satisfaction scores. By utilising predictive analytics, HR can identify the primary drivers of employee engagement and staff turnover.

Talent Management: Talent management is crucial for HR success because it focuses on identifying, developing, and retaining future leaders. Metrics such as the Net Promoter Score, which categorises promoters, passives, and detractors, along with the cost per hire and the strength of the slate, provide valuable insights into staff quality and help inform and improve talent strategies.

Significance

Organisations that practice Data-Driven Decision Making might potentially benefit from the following:  

• Strategic Alignment:

HR analytics should align with organisational strategic goals, such as business growth targets. For example, a 10% quarterly increase in new business and 5% organic growth. As such, leaders can align teams and individual KPIs and develop metrics to monitor progress. Analysing these metrics can provide insights into whether the company is on track, thereby enabling necessary adjustments.

• Cost Management

Uncontrolled costs can harm an organisation; however, this can be mitigated through effective budgeting, control, and monitoring. For example, HR data can indicate whether to retain or modify specific initiatives, such as wellness programs, reveal how turnover and absenteeism affect performance, and inform decisions on retention strategies and flexible or remote working arrangements.

• Employee Experience

An employee experience (EX) encompasses how employees perceive and navigate their journey within a company. Data from engagement, NPS, and satisfaction surveys can provide valuable insights into employees’ reasons for staying, help improve corporate culture, boost morale, and foster a sense of belonging.

• Risk Management and Compliance

The HR department must comply with legal and regulatory requirements. For instance, diversity, equity, and inclusion (DEI) go beyond equal employment opportunity (EEO), but are now essential legal and best practices. Such data can help organisations evaluate compliance with laws like the Constitution of Kenya 2010, Articles 27, 41, and 232, which emphasise equality and protection from discrimination, as well as the Persons with Disabilities Act, among others. Additionally, HR analytics can provide insights into whether the company adheres to its own HR policies and standard operating procedures.

Challenges and Solutions

Although the use of data and analytics has been integrated into decision-making, several challenges still exist. Some notable drawbacks include a lack of sufficient data knowledge among HR professionals, ethical concerns related to using personal data outside of data privacy laws, the vital importance of data quality for effective integration, and a lack of executive support. However, as noted by the Society for Human Resource Management (2023) and Workpay (2023), the success of HR analytics depends on HR professionals’ ability to interpret and apply data insights. This requires developing skills in algorithms, collaborating with the legal team to establish clear policies for ethical data collection, and investing in HR information systems. 

Enhancing Data-Driven Decision-Making Journey

Initiation and Implementation: It is essential to start by identifying the organisation’s key pain points. These are areas that leaders recognise as critical, requiring quantitative evidence to justify resource allocation. The data presented will include the rationale, clearly defined problem, and the objectives to be addressed. The data presented here should help in developing an executive management pitch deck that emphasises key points, benefits, and a call to action.

The next step is to identify specific HR-supported business strategic objectives and metrics that will help achieve these goals, such as aiming for 95% business retention. Relevant metrics can include data from quarterly sales, customer service, and individual performance against key performance areas and indicators.

Data collection: Data can be collected internally and externally, depending on the goals and metrics to analyse. Common data sources include performance reviews, HR information systems, engagement surveys, learning management systems, payroll data, and exit interviews. Data integration is also important at this stage to build a complete dataset that includes all data from different sources.

Data analysis: Data analysis can be conducted using statistical and analytical tools. Such tools can help identify specific patterns and correlations within the collected data. Depending on the data type to be analysed, one could choose to use different analytical techniques, such as descriptive, prescriptive, or predictive, and then present data through charts, tables, and graphs. 

Results and Implementation: The presented data will require HR to use statistical skills to interpret the results. Based on the data, HR can then make decisions grounded in evidence.  

The rise of big data and advanced analytics has allowed HR professionals to gain deeper insights into their workforce. HR analytics, which goes beyond simple data, supports evidence-based decision-making aligned with strategic goals. It helps HR shift from reactive to proactive management by analysing data from various sources to identify patterns that inform recruiting, talent development, engagement, and retention strategies. This data-driven approach enhances HR accuracy and elevates its strategic role in driving organisational success.

Dr. Magambo is the Managing Partner at Ceal Consulting Limited.

Employee engagement: Employee engagement refers to an individual’s commitment
and willingness to contribute to an organisation’s success, as evidenced by their
discretionary efforts. Key indicators include engagement rates, performance review
reports, turnover rates, and satisfaction scores. By utilising predictive analytics, HR can
identify the primary drivers of employee engagement and staff turnover.
Talent Management: Talent management is crucial for HR success because it focuses
on identifying, developing, and retaining future leaders. Metrics such as the Net
Promoter Score, which categorises promoters, passives, and detractors, along with the
cost per hire and the strength of the slate, provide valuable insights into staff quality and
help inform and improve talent strategies.

Significance
Organisations that practice Data-Driven Decision Making might potentially benefit from
the following:
 Strategic Alignment:
HR analytics should align with organisational strategic goals, such as business growth
targets. For example, a 10% quarterly increase in new business and 5% organic growth.
As such, leaders can align teams and individual KPIs and develop metrics to monitor
progress. Analysing these metrics can provide insights into whether the company is on
track, thereby enabling necessary adjustments.
 Cost Management
Uncontrolled costs can harm an organisation; however, this can be mitigated through
effective budgeting, control, and monitoring. For example, HR data can indicate whether
to retain or modify specific initiatives, such as wellness programs, reveal how turnover
and absenteeism affect performance, and inform decisions on retention strategies and
flexible or remote working arrangements.
 Employee Experience
An employee experience (EX) encompasses how employees perceive and navigate
their journey within a company. Data from engagement, NPS, and satisfaction surveys
can provide valuable insights into employees’ reasons for staying, help improve
corporate culture, boost morale, and foster a sense of belonging.
 Risk Management and Compliance
The HR department must comply with legal and regulatory requirements. For instance,
diversity, equity, and inclusion (DEI) go beyond equal employment opportunity (EEO),

but are now essential legal and best practices. Such data can help organisations
evaluate compliance with laws like the Constitution of Kenya 2010, Articles 27, 41, and
232, which emphasise equality and protection from discrimination, as well as the
Persons with Disabilities Act, among others. Additionally, HR analytics can provide
insights into whether the company adheres to its own HR policies and standard
operating procedures.

Challenges and Solutions
Although the use of data and analytics has been integrated into decision-making,
several challenges still exist. Some notable drawbacks include a lack of sufficient data
knowledge among HR professionals, ethical concerns related to using personal data
outside of data privacy laws, the vital importance of data quality for effective integration,
and a lack of executive support. However, as noted by the Society for Human Resource
Management (2023) and Workpay (2023), the success of HR analytics depends on HR
professionals’ ability to interpret and apply data insights. This requires developing skills
in algorithms, collaborating with the legal team to establish clear policies for ethical data
collection, and investing in HR information systems.
Enhancing Data-Driven Decision-Making Journey
Initiation and Implementation: It is essential to start by identifying the organisation’s
key pain points. These are areas that leaders recognise as critical, requiring quantitative
evidence to justify resource allocation. The data presented will include the rationale,
clearly defined problem, and the objectives to be addressed. The data presented here
should help in developing an executive management pitch deck that emphasises key
points, benefits, and a call to action.

The next step is to identify specific HR-supported business strategic objectives and
metrics that will help achieve these goals, such as aiming for 95% business retention.
Relevant metrics can include data from quarterly sales, customer service, and individual
performance against key performance areas and indicators.
Data collection: Data can be collected internally and externally, depending on the goals and
metrics to analyse. Common data sources include performance reviews, HR information
systems, engagement surveys, learning management systems, payroll data, and exit interviews.
Data integration is also important at this stage to build a complete dataset that includes all data
from different sources.
 

Data analysis: Data analysis can be conducted using statistical and analytical tools. Such tools
can help identify specific patterns and correlations within the collected data. Depending on the
data type to be analysed, one could choose to use different analytical techniques, such as
descriptive, prescriptive, or predictive, and then present data through charts, tables, and
graphs. 
Results and Implementation: The presented data will require HR to use statistical skills to
interpret the results. Based on the data, HR can then make decisions grounded in evidence.  
The rise of big data and advanced analytics has allowed HR professionals to gain
deeper insights into their workforce. HR analytics, which goes beyond simple data,
supports evidence-based decision-making aligned with strategic goals. It helps HR shift
from reactive to proactive management by analysing data from various sources to
identify patterns that inform recruiting, talent development, engagement, and retention
strategies. This data-driven approach enhances HR accuracy and elevates its strategic
role in driving organisational success.

Dr. Magambo is the Managing Partner at Ceal Consulting Limited.

The post Data and Analytics: Making a Case for HR Decision-Making first appeared on Magazine.

Being an HR Officer of a company dealing with transportation and logistics in Kilifi
County in 2024, I started a new undertaking. One 200-man crew with 70 per cent
drivers, 20 percent mechanics, and 10 percent in the office moved at a frantic pace.
Each absence made a difference. Every delay had costs. As any other HR officer, I
took charge of recruitment, leaves, and grievances. Nevertheless, I did not succeed
in getting rid of the feeling that something was missing. I was countering issues
instead of controlling them. I did not possess any data. I was not attentive.

And then, almost by chance, a spark came. In October 2024, I attended an HR
analytics seminar. Everything was clear. I learned that data could not only be utilised
in order to solve problems but also in order to predict them. I began tracking fuel use
by the drivers, tardiness and mapping complaints to routes. Programs such as Excel,
could no longer enjoy the exclusive use of spreadsheets; now they were windows to
performance trends. It was the first time I was not only helping people. Getting them,
I was.

It sparked when I read in a Citizen TV article the comment made by CS Geoffrey
Ruku on the 25 th of May 2025 during the 11 th National HR Congress in the city of
Mombasa. Drawing on a rather prolific list of use cases, he said, the future of HR is
predictive rather than reactive and exhorted HR workers to embrace AI and
analytics. I could hear that. My personal growth could be identified in that national
vision and this is my motivation to act at once.

To pursue my higher-level critical thinking skills, I searched for an initiative where I
could pursue a master’s degree in Kenya. However, I could not find any initiative that
would admit a non-technical candidate. That is when I made my decision to go
overseas. The first school which met my attitude and allowed me to realise my
desires and HR experience was the University of Louisville. Their Master of Science
in Business Analytics program was the door that opened a hitherto long-seemingly
closed door.

I am about to commence that journey. I believe it is better than studying Python or
Power BI. It entails enhanced questioning, linkages between people data and
company goals and creation of smart, scalable and deep-human people approaches.
In my opinion, the Kenyan HR sector is at the crossroads. Either we can continue the
outdated processes or lead the continent to a smarter and more adaptable future.

CS Ruku was right; sight HR must become a tech-enabled strategic partner. This
involves embracing analytics, AI, and automation as an instrument and not as an
enemy.

Consider the possibilities of identifying the best performers, predicting attrition before
the fact or designing wellness programs that rely on live feedback. This is already
happening in global HR, hence, is not a mere fantasy. That is where it should be
happening.

In the end, my end goal is to establish a consulting company which will help Kenyan
firms, especially those in the public sector, logistics, and SMEs, to utilize data to
make timely, equal, and effective decisions. However, I need to learn first. That is
why I am going to Louisville.

The author is a Human Resource officer based in Kilifi County. He has previously worked
with the Kenya Revenue Authority. He holds a Bachelor of Commerce in Human Resource
Management and is preparing to pursue a Master of Science in Business Analytics at the
University of Louisville.

The post Analytics Will Turn Kenya Into an HR Superpower first appeared on Magazine.

HR has always worked with people, not machines, not hardware. Just people.
Unpredictable, emotionally rich, and complex. Yet ironically, our decisions have often
lacked evidence. We have hired on good vibes, promoted on tenure, or gone with
what felt right. It’s not unfamiliar; it’s how we often vote in Kenya. Not based on data,
but emotion. We have the records, the policies, the service history, yet we recycle
the same choices. In data terms, that’s called “garbage in, garbage out”. Poor or
shallow input leads to flawed output. In HR, that output affects real lives.

That’s where people analytics comes in. Gardner’s model defines it as “the collection
and application of talent data to improve critical talent and business outcomes.” In
this article, I use people analytics and HR analytics interchangeably; they both help
us make smarter, fairer, and more impactful decisions. Other sectors like finance,
education, and public policy have embraced evidence-based practice for years. HR
can’t afford to lag behind.

Think of the 2024 and 2025 Finance Bills protests in Kenya. For many, the issue
wasn’t abstract; it was personal. People saw the numbers (data), felt the impact, and
reacted. That’s what analytics does. It turns data into meaning. HR must do the
same. The best analytics don’t remove humanity, they sharpen our understanding of
it.

HR is grounded in the social sciences. But today’s HR leader needs more than
intuition; we need data fluency. This means blending empathy with evidence,
aligning values with insight. HR is no longer a support unit. It must act as a strategic
business partner, guiding decisions on hiring, retention, engagement, and growth.
So, what is data in HR?

It’s everywhere. CVs, performance reviews, leave trackers, exit interviews,
engagement surveys, payroll logs, training records. Yet many teams collect and
store data without using it. Few ask: What trends are emerging? Are we hiring and
retaining the right people? Are we paying fairly? Are we compliant and audit-ready?
If you are in HR today and not leveraging technology, you are already a step behind.
Every data-literate HR team should be using or at the very least be familiar with the
key tech tools across different HR functions, as each area generates valuable data
that informs decision-making and can be linked to HR technology.
 HRIS (e.g., BambooHR, Workday): to manage employee data

 Applicant Tracking Systems (ATS) (e.g., Workable, Greenhouse): for
recruitment tracking
 Payroll/Benefits Tools (e.g., QuickBooks, SageHR, even Excel): for
streamlined compensation.
 Employee Engagement Tools (e.g., SeamlessHR): to measure sentiment
and recognition.
 Learning Management Systems (e.g., SAP SuccessFactors): to track skills
and development
 AI Tools (e.g., AI-powered chatbots and automation tools): used to
automate responses and personalise user experiences.
 Data Visualisation (e.g., Power BI, Tableau): to translate raw data into
actionable insights for HR reporting.
These tools don’t replace the human; they amplify our ability to understand and
support people. And they house the data we need. Still, having the data is step one.
The real value comes from transforming data into insight. That means cleaning,
analysing, and applying it.
And this is where many HR professionals get stuck. Most stop at descriptive
analytics, simple reports of what happened. But we need to go further:
 Diagnostic – Why did it happen?
 Predictive – What might happen next?
 Prescriptive – What should we do about it?

This is the shift from reporting to leading.
Start with Metrics That Matter
According to AIHR, organisations that leverage people analytics see up to 25% more
productivity. The journey begins with understanding the right metrics. While time to
hire and turnover are common, here are two often overlooked Strategic HR metrics:
 Cost of HR per Employee
Reflects the organisation’s total investment in HR services and operations per
employee.
Formula: Total HR Costs ÷ Total Employees
 HR to Employee Ratio

This indicates HR’s efficiency and capacity to support business needs.
Formula: Number of HR Staff ÷ Total Employees
Benchmark: Often 1 HR staff per 50 employees, but this varies.
These numbers speak not just to cost, but also to capability and impact.
In conclusion, the best HR leaders today blend heart with hard facts. Empathy
without evidence is guesswork, and data without purpose is just noise. People
analytics is not just a tool; it’s a mindset shift. If HR is to truly earn its place at the
strategic table, we must be data-driven, insight-led, and people-first.

The author is a seasoned Human Resource professional and IHRM Member No.
12563 (Nairobi/Central/North Eastern Chapter), with nearly a decade of experience
across international NGOs, the private sector, national government, and public
institutions. Her work spans development, humanitarian response, conflict
prevention, and peacebuilding, supporting organisations funded by philanthropic
foundations, government agencies, and multilateral institutions. She is passionate
about People Analytics and Talent Acquisition, driving these concepts from strategic
vision to practical execution. Fancy has led People & Culture strategy, HR
governance, and workforce planning across global and regional settings, with deep
expertise in the EMEA region, particularly Africa.

The post Are You the Heart HR or Hard-Facts HR? first appeared on Magazine.

We, the HR professionals, are no longer just caretakers of processes. HR leaders have
access to insights few other functions do: data on absenteeism, internal mobility, training
outcomes, engagement, and attrition patterns. When used correctly, this data can be a
strategic asset. It can influence decisions around cost, culture, productivity, and
performance, giving HR a seat at the strategy table where growth is negotiated. In times of
uncertainty, the teams with people insights are the ones influencing strategy. Companies
that embed HR into decision-making and empower it with workforce data are, therefore,
better positioned to weather disruption successfully.

Kenya is no exception. The post-COVID workplace, economic strain, and a rising Gen Z
workforce demand faster and more human-centred responses. This is HR’s moment to not
only support strategy but to lead it as well.
Data Is the New Influence
The most forward-thinking HR teams no longer wait to be invited into strategic
conversations. Remember, a large number of businesses still view HR as an administrative
and procedural function. In the Kenyan context, for many businesses, HR is not seen as a
revenue-generating department. That can change when HR shows up with data.
Google is an excellent example of what’s possible when HR uses data as a strategic lever.
In the early 2000s, Google operated with a famously flat structure. Engineers ruled the roost
and managers were almost an afterthought. Then, employee exit interviews raised a red
flag: people were leaving because their managers weren’t supporting them. This led the
people operations team to dig into the data, an initiative named Project Oxygen.
They collected over 10,000 observations across performance reviews, upward feedback,
engagement survey scores, and cross-referenced these with productivity metrics to answer
one question: Do managers really matter? Data showed they did. Next, they wanted to know
what differentiates a great manager. The people ops team reviewed qualitative feedback,
identified top-performing managers, and conducted double-blind interviews. They extracted
eight core behaviours, including listening, coaching, and empowerment, and later refined
them into eight actionable leadership traits.

Using that data, Google trained managers on those eight behaviours, integrated the criteria
into performance reviews, and incorporated them into hiring and promotion decisions.
Google saw statistically significant improvements in managerial quality across the board.
The credibility Project Oxygen earned opened doors, and people operations became a
trusted advisor at Google. That trust led to initiatives like Project Aristotle (to decode team
effectiveness), algorithms predicting flight risk, and workplace design tweaks such as
adjusting plate sizes to nudge healthier habits. Because they were able to link managerial
performance, retention, and culture, people operations earned a seat at the executive table
and redefined what HR could achieve in times of disruption.

Kenyan HR teams will most likely not have the budget or the bandwidth that can match
Silicon Valley’s. But, on the flip side, you already sit on rich sources of workforce data:
absenteeism trends, turnover patterns, internal movement, training effectiveness, and more.
When HR uses such data to speak the language of the business – risk, cost, performance –
it stops being a support function and becomes a strategic partner.

Going from Admin to Strategy Architect
HR leaders today work with businesses plagued by disruption. Budgets are tighter,
organisations are under pressure to become more agile, and Gen Z is bringing new
expectations to the workplace. This generation wants more than a paycheck; they’re asking
for purposeful work, flexibility, accountability, and psychological safety. Employee
experience will be drastically different from what organisations are used to. Data, specifically
data in the hands of HR, will have one of the biggest influences on whether organisations
move at the pace of these changes or not.

According to a McKinsey report, future-ready companies share three traits: “clarity about
what they stand for, a bias for speed and simplicity, and the capacity to continuously learn.”
For HR, enabling those traits will require data.

Emmanuel Mutuma is the Founder and CEO of Bridge Talent Management, a leading HR and payroll
solutions firm based in Nairobi. With over a decade of experience shaping East Africa’s talent
landscape, he is known for building high-performing teams, streamlining workforce operations, and
driving strategic partnerships across the continent.

Where Should HR Start?
Gaining executive buy-in to ensure you’re at the strategy table won’t be easy. However, you
can use the data you already have at hand to start building your case. First, change the
team’s mindset from reporting to diagnosing. Instead of asking, “How many people left?”
ask, “Why are they leaving, and how soon did we replace them?” More importantly,
collaborate with finance, operations, or IT to validate and strengthen these insights.
Equally important is knowing how to communicate findings. Show what the issue is, what the
data says, and what action it supports. This ability to connect data to decisions is what can
transform HR into a strategic function. HR is uniquely positioned to lead. However, that
leadership won’t come from compliance checklists or performance templates. It will come
from HR stepping forward with insights that position the organisation to increase revenue
and maintain its greatest asset: its people!

The post The Data-Driven HR Leader: Stepping into Strategy During Times of Disruption first appeared on Magazine.

But here’s the heart of the matter — if we’re always scared and defensive, we’ll never
learn to use new data in making informed HR decisions within organisations. And if this
is the reality, then we’ll never move forward. I think it’s time we start asking ourselves:
As HR professionals, how do we become better at embracing data, especially the kind
that’s bitter to swallow?
Let’s be real: implementing bold, data-driven decisions can be costly. Sometimes, it may
be my job, as I have demonstrated earlier, in a company where a friend of mine, who
was in charge of the layoffs, ended up being declared redundant. But if a company fails
because we refused to act on the right data, shouldn’t we take some of that blame too?
Riding with the tide or ignorantly pleasing the leadership by sticking to obsolete HR data
isn’t professional – it’s contrary to the Certified Human Resource Professional (CHRP-
K) oath that we took to uphold ethical and professional standards as HR practitioners.
Yes. As HR leaders, we shouldn’t fear data-driven HR decisions. We are called to leap
and take bold, data-driven HR decisions, even if they sometimes expose the worst fate
– losing our jobs. To be authentic and make the correct data-driven decisions shouldn’t
be an option but the guiding principle of an HR professional. After all, if all the data
points to an imminent redundancy but for the sake of self-preservation, I give contrary
advice, then I’ll eventually not escape the wrath of the chainsaw. It’s here we’re called to
be authentic as HR leaders by aligning ourselves with the voice of new data when
making HR decisions.
We therefore need to stop treating data as a foe. Instead, we need to see data as a
partner that’s helping us make sense of the crises facing organisations today. Data isn’t
mere numbers. It is reflective insights or solutions to the problems facing us. Data in HR
decisions acts like a navigational compass, guiding organisations toward the ‘True
North’ even amid ambient uncertainties in the world. Data tries to tell us what to fix,
where to focus, and how to grow. But it can only help us if we’re willing to pause, listen,
and reflect on its hums beckoning us to change.
Change is hard, especially when it challenges embedded HR processes. But just like
Galileo Galilei, whose scientific discovery that discredited the old view of the universe
was rejected in his time, facts in data eventually win. Remember, long after Galileo died
in 1642, his science was found valid, and he was declared the ‘Father of Modern
Science’. Similarly, if HR must evolve, then we can’t afford to remain stuck in a rigid
mindset of ‘this is how we’ve always done it’ even when data points to a different course
of action.
Being authentic to data-driven HR decisions isn’t easy at all. Yes, the top managers
may detest being challenged by data that disrupts their status quo. But the solution isn’t
to ignore that data. It’s to use it responsibly, communicate it well, and agitate for change
with integrity and boldness.
I see Kenya’s HR landscape as full of potential. I believe we can be the benchmark for
data-driven HR decisions in Africa, and of course, around the globe. But it won’t happen
unless we have bold champions — people who are ever ready to firmly but respectfully

speak the truth in data, even when it’s unpalatable. We’ve to choose to be HR leaders
who are willing to be unpopular, even if it means facing the wrath of the chainsaw while
doing the right thing.
Data is humming to us. But, are we ready to listen to the humming data? Being an
authentic HR professional in inauthentic workplaces means being willing to stand by
what the quality data hums — even when it’s contradictory, paradoxical or ambivalent.
Be bold. Quality data will validate our bold data-driven HR decisions — even if it’s too
late. I call upon HR leaders to obey data as our guiding star.
The author is a Strategy Advisor at Humanity Praxis, a Non-Governmental organisation. He’s a
reviewer for the Cogent Business and Management journal, published by the Taylor and Francis
Group. He’s a Member of the Editorial Board, British Journal of Business and Psychology
Research by Porcelain Publishing International. He’s a member of the Institute of Human
Resource Management and a part-time lecturer at Jomo Kenyatta University of Agriculture and
Technology, Karen Campus. He studied Philosophy, Human Resource Management and
became a Certified Human Resource Professional of Kenya in June 2021.

The post The Humming Data within doesn’t Lie — But are HR Leaders Listening? first appeared on Magazine.

Abraham S.Wekesa is the Chairman of the IHRM Western Branch and Head of Human
Resource County Assembly of Bungoma.

The post THE FUTURE OF GREEN HRM: INTEGRATING AI FOR SUSTAINABLE WORKPLACES first appeared on Magazine.

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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.