Coming into effect of devolution in 2010 under the new Constitution,
there were expectations that counties would establish efficient HR
management frameworks. FILE PHOTO | NMG
Human resource management is a combination of processes, programmes, and systems in an organisation.
It
ensures effective utilisation of the workforce to get a competitive
edge through the strategic
deployment of a highly committed and capable workforce.
deployment of a highly committed and capable workforce.
Coming into effect of devolution in 2010
under the new Constitution, there were expectations that counties would
establish efficient HR management frameworks.
Transition
Authority put a lot of effort in the implementation of the fourth
schedule of the Constitution and distribution of functions between
national and county governments.
However, the authority
failed in guiding the establishment of efficient county service boards
to oversee HR functions. The seconding national government officials to
oversee a smooth transition overlooked staffing issues.
As a result, there is no uniform workforce management norms and standards across counties.
After
inheriting most of its workforce from the national government and the
defunct local authorities, the devolved units are currently the leading
employer. County service boards are now fully equipped to handle HR
management.
However, HR tools at the county level
unlike in the national government are unreliable and skewed. Ordinarily,
graduates recruited make their entry in job Group H followed by a
three-year rise for each preceding job scale, up to job group N beyond
which further upward progression is competitive.
Devolution changed established practice in HR management protocols and procedures under the national government systems.
politically connected
The
newly recruited county workforce the majority of whom were yet to
acquire university degrees got placement in job group Q. This was
against an earlier advisory opinion from the Public Service Commission
on skewed recruitment practices and rewards rampantly witnessed at
counties.
The technical workforce is poorly facilitated
and remunerated without clear guidelines on career development,
progression and succession besides unexplained pay delays.
Politically
connected employees and cronies are among those lacking requisite
qualifications for assigned roles besides getting good pay compared to
their technical counterparts.
Absence of adequate
guidelines and standards on handling workers plight at county level
coupled with inconsistencies in the dispute resolution attract endless
industrial actions.
Thousands of others who are not members of any trade union have quietly withdrawn from service delivery.
Considering
that modern trade unionists have become more aggressive, articulate and
focused on workers welfare, at times they put undue pressure on
authorities with demands for a better package. On the other hand,
counties lack negotiation skills when faced with industrial disputes,
triggering lengthy industrial standoff.
Acceptable
human resource practices, frameworks, and policies will ensure decency
in handling workers concerns. Then workers will feel appreciated,
rekindle a sense of belonging, remunerated based on qualifications, and
workforce motivation tools reliable and valid.
Such
buy-in is attainable if counties conduct staff audit every two years to
ascertain the numbers, capacity needs besides effecting consistent and
uniform workplace practices and protocols.
Kiragu Kariuki, public policy and administration expert
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