HCMA Magazine 2020

“They say life is what you make of
it! If there is one lesson to learn, it is
that we are all products in the job
market….”

Procurement Specialist | Fitness enthusiast | Writer Over the years, there has been continuous
efforts to combat the skills shortage with
| Procurement manager at AAR Health Services. companies devising strategies to prepare
upcoming young professionals in the industry.
Innate desire to endlessly learn, grow and develop. Majority of technical experience in oil and gas
(Explore.Strike. Complete. Succeed!) takes an average of 10 years to develop. It takes
that long to develop the kind of expertise
Earlier this week, I was reading Jack Canfield’s required in the job market, especially for those
book - Success Affirmation when I came upon this pursuing science, technology, engineering and
quote “We have an innate desire to endlessly mathematics (STEM)
learn, grow, and develop, once we yield to this
inclination for continuous and never-ending Without a doubt, local content development has
improvement, we lead a life of endless been encouraged to help manage the transition
accomplishments and satisfaction.” I cannot help for young professionals in the petroleum and
but agree wholeheartedly with his statement. energy sectors.

They say life is what you make of it! If there is one For instance, in Kenya, higher institutions of
lesson to learn, it is that we are all products in the learning have built partnerships with the
job market and therefore need to invest in industry to develop the right programmes that
ourselves by constantly upgrading and learning prepares graduates in the world of oil and gas.
new skills or improve those that we have already These include activities that extend beyond the
acquired. Oil and gas is an industry that majority, classrooms; for instance, Mentorship and
especially young professionals would consider if internship programmes, training opportunities,
they get an opportunity secondment programmes, and establishment of
oil summits that brings together key players to
My experience was without a doubt unique and I showcase available opportunities in the
feel its uniqueness laid in what I made of it; industry.
something every professional can do for
themselves. Attitude is an important thing. It can As one of the early beneficiaries of the oil and gas
shape the way the individual sees an experience industry, having learned and gained experience,
and this is as true in my 8 years’ journey in the oil am excited about the approaches that have been
and gas industry as a procurement specialist. enforced to prepare graduates in the job market.
Having joined as a junior staff, I took advantage of Skills come with time and practice, and most
opportunities to grow my skill base and after 8 importantly keeping a positive attitude and
years, I feel more confident as an experienced realising that we are all students every day. It’s
professional in this field. up to us to make an experience a great and
rewarding one.
In East Africa, the key players in the oil and gas
industry are large multi-national companies. At With that said, do you believe oil has driven
the start of this exiting journey, the Oil and Gas transformation in human capital? How can we
sector was challenged with shortage of human turn our beliefs from oil as a curse into oil as a
capacity, skills and technical expertise that meets blessing in our economy?
the demand for talent.



CARVINCLAY is an exciting and dynamic organisation
established to champion a new set of standards in human
resource management across Africa. As a Human Resource
Management Consultancy, CARVINCLAY is here to mould
and shape as well as develop people and the leadership
needed on the continent to address the critical issues we
face. Irene Asare, who is the Chief Executive Officer of
CARVINCLAY and her team, Antonia Mensah, Papa Wilson
& Desmond-Jesse Mensa opened up to Human Capital
Magazine African (HCMA) about the birth of the novelle
magazine, her career and the decision to venture into
entrepreneurship, her new company and its offerings. Her
story offers great tips for employees, employers, business
leaders, Human Resource Managers, and other members
of the management team. Enjoy!

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HCMA: Who is Irene Asare? I was the Regional Head of HR for Standard Bank

IRENE: I am a dynamic global transformational West Africa based in South Africa, responsible for
leader with a great passion for organisational operations in Ghana, Nigeria, Angola and DR
change and effectiveness. I leverage creativity, Congo, managing a significant number of teams in
innovation and partnerships to achieve excellence various countries

and professionalism. I am a change agent who has I am a member of the Chartered Institute of

successfully led many business transformations Personnel and Development (CIPD-UK), and

and change programmes. My experience spans possess a Master of Arts degree in HR

industries such as Oil and Gas, Management from the Kingston Business School,

Telecommunications, Banking, Retail, Real Estate, London, and currently pursuing a Global Executive

Science, Manufacturing, and Research. Masters in Business Administration (GEMBA) at

the China Europe International Business School
I worked as the Business Services Director at (CEIBS).
Tullow Oil, where I was accountable for Human

Resources (HR), Organisational Strategy, Facilities HCMA: CARVINCLAY is an interesting name.
and Administration, Information systems, What's the story behind the name?
Infrastructure projects, and Continuous
Improvement. Over the years, I have acquired a IRENE: I thought it was imperative while
proven track record in developing business embarking on this journey, that I had meaning for
solutions for team and leadership development, what I was doing. I didn't want it to be just Irene
employee relations and engagement, reward and Consultancy. I felt it was important that I build a
compensation, and performance management. legacy; an organisation that's lasting and makes a
I have held a variety of critical positions in Human great impact. My desire is to help people perfect
Resource management for leading firms in the UK, their potential, moulding and shaping them to
including Veolia ES Cleanaway Company, UNIQLO have an impact; thus, my company needs to
UK and Thermo Fisher Scientific. In Africa, I embody this. I spoke with friends, we did some
headed the HR Business Partners for Vodafone brainstorming, and we thought about wood
Ghana, was promoted to Head of Business carving and moulding of clay. So CARVINCLAY
Transformation, and headed the Organisational comes from moulding and shaping of clay and
Effectiveness and Change at Vodacom Group (part carving of wood. We mould, and we shape
ourselves; we carve ourselves into great people
of Vodafone Group) overseeing South Africa,
Tanzania, Mozambique, Lesotho, and DR Congo. with huge potential. And so, for me, CARVINCLAY
is about perfecting the potential of people and
Before joining Tullow
. businesses.

HCMA: Who makes up the CARVINCLAY team? organisation, I'm supported by various
IRENE: Well, I'm the CEO and Founder of team members, HR Consultant and
CARVINCLAY, so I lead the team. I have extensive Associate Consultants. We have collective
Human Resource leadership experience across experience in areas such as Culture
the African continent and in the UK. I have led so Transformation, Employee Engagement,
many initiatives as well as HR teams at regional Performance Management, Talent
and country levels I wanted to share the rich Management, Resourcing, Executive
experience and knowledge that I have acquired Recruitment, Employee Relations and Job
over the years by providing solutions. for Evaluation, just to name a few
organisations, through my own

55

My Executive Assistant helps me run the After that, we follow up to ascertain the

business and is really my right-hand person. impacts of our recommendations; be it a policy

There is really no area in HR that the review, recruitment exercise or something
CARVINCLAY team cannot provide a solution. I related to performance management.

love working with my team. I engage experts for Ultimately, we just want to ensure that we
provide an excellent service. So I'm enjoying
the projects I work on in order to get the best my time with CARVINCLAY, and I look forward
for the project. I keep a small core team, but as to what the future holds. I like to be thorough
we expand, we will bring more people into the

CARVINCLAY family with the work I do, and I enjoy working with

HCMA: Irene, kindly hold on right there our clients. I love to give them the best client

whiles I talk to your wonderful team. services so that they are assured of being in

good hands once they decide to work with
Antonia, please explain to us what your role is at CARVINCLAY. I feel that our CEO is trying to
CARVINCLAY
make a real difference by doing things

ANTONIA: – I'm an HR Consultant; I work with all differently. As an organisation, we care and

our clients to deliver our respective services. I've are very passionate about our clients. We

got a strong recruiting background so at spend time brainstorming on the best

CARVINCLAY I've been involved in recruiting approach to help our clients

managers and executives. HR policy formulation,

procedures and reviews. I make sure all our HCMA: Papa, please explain your role at

meetings with clients are recorded and the agreed CARVINCLAY?

actions implemented. I put together the plan PAPA: I'm the Executive Assistant to Irene
regarding our approach to executing our mandate Asare, the Founder and CEO of the company. I
with these clients. I make sure I'm on top of internal have been with Irene from the initial stages of
and external research outcomes with regard to HR setting up the company.
and other happenings on the market.

I've seen the organisation grow significantly
It is also my duty to ensure that we all stay on top over the period, and I'm excited to be part of
of our game in terms of what we offer as a it. I've got a degree in Psychology, and I want
company.I'm learning a lot. I hope to keep to progress my career in that direction. I see
developing my knowledge and skills so I can provide that my background is very useful to
insights into employee engagement which I'm CARVINCLAY. My role is to support Irene, daily,
passionate about. I think that the position we are in ensuring that we deliver the business
showcasing to the African market is really relevant.

.

I am her eyes and ears; I ensure that we record HCMA: Desmond, CarvinClay is being noted to

our actions, we follow up with any internal create and develop opportunities for Graduates

processes as well as follow through on the & Interns, you have been a beneficiary, tell us

accounts. I also liaise with our marketing teams your experience?

and any external parties on her behalf.
Additionally, I write reports, present them to DESMOND: I've been with CARVINCLAY for the

her and help with any presentations and past six weeks as an intern. I have learned so much

proposals that need to be prepared. from Irene and the team. They treat me like a

member of staff even though I'm an intern. I am

Making sure that Irene is in the right place at very involved in the Business Development and

the right time is also part of my job. I respond Marketing aspects, and I'm learning a lot about HR

to phone calls on her behalf and attend some as well. I have to doff my hat for HR. Clearly, there

client meetings with her. I really enjoy what I'm is more to HR than I thought it's so in-depth, and

doing. No day is the same. It's a very exciting the team at CARVINCLAY does it so well. It may

time. I believe strongly in the cause that take me a bit longer to grasp some aspects but I'm

CARVINCLAY is pursuing and glad I'm part of it. learning a lot. Irene definitely lives by what she

says around mentoring and coaching. She has

HCMA: CarvinClay is flexible with working imbibed her style into her team. There's always

schedules. Afua, you are the Associate something new to do. There's also always

Consultant. How does this flexibility impact something different, and it's an inspiring place to

your work-life balance? work. I look forward to a continued good

relationship with CARVINCLAY after I complete my
ASSOCIATE CONSULTANT: The reason I internship.
chose to join CARVINCLAY and work with Irene

is her formidable reputation.I'm an HCMA: Now back to you, Irene. How would you
independent consultant, so I wanted the describe the culture at CARVINCLAY?
opportunity to be able to work flexibly and to
choose what I work on. I'm a specialist in IRENE: It's my vision to ensure that CARVINCLAY
Organisation Development, Irene calls on me becomes known as an employer of choice. I want
as and when it's required. I know Irene only to create for myself, that environment which I've
works on the exciting assignments and I'm always been trying to create for many other
enjoying this arrangement and the good organisations. I want to create an environment
working relationship that we have. So I'm keen where employees like coming to work, enjoy what
to see that continue. I find the team very easy- they do, work with awesome people, get the
going, energised, dynamic with lots of ideas. opportunity to grow and develop and to make a

positive difference in other peoples' businesses

57

So I want to create that environment where my team especially, in this period of the COVID-19 pandemic

would speak up, say what's on their mind and share when we've had to change the way we do things

ideas. We want to be that ideas generating We want to be that organisation internally as well

organisation. We're definitely making sure that as externally that is always generating new ideas

technology is efficiently used. We want to embrace and evolving new ways of working. We are the

the environment that we have around us. It's really organisation that asks: "Why do you do it this way?

important for me that we enjoy doing what we're Have you thought about doing it differently?".

doing, even when there is a setback; even in the
toughest time, we're able to support each other. We want to challenge the status quo. People say,

"if it's not broken, why do you need to fix it?", but

At CARVINCLAY, we're collaborative and live by our we believe that there is always a better, efficient
values Trust, Integrity and Progressive. We believe and easier way of doing something and that's what
that it's really important that we trust each other, we will challenge ourselves. So culturally, we are
and our clients trust us. They trust us to give the right dynamic, we are energetic, and we are ready to go.
advice and the right support because we know what We're hand-holding, supportive of each other and
we're doing and we only want the best for them. have a lot of fun while working.

HCMA: What makes CARVINCLAY People

The other value is integrity. It's very important that Development different from other HR

we do what we promise to do. If we have a deadline, consultancies?

we make sure we stick to it, or we explain if and when
that is not possible. We are very clear about what we IRENE: Thought leadership. I think it's important

can work on and what we can't due to lack of as an HR consultancy that we're well versed in our

capability. There isn't much that we can't do as far area of expertise. I'm aiming to be the thought

as HR is concerned, but we would not implement leader around human resource management

things that are not lawful, which can't be done or are practice I have many years of experience, and I am

not in the best interest of both the organisation and bringing this on board as CEO of CARVINCLAY. I'd

the employees. The last value which we believe so like to push the boundaries of HR management

strongly in is being progressive. Our environment is practice and challenge other organisations and

changing all the time; we want to keep up with new leaders about how we can do things differently in

technology with everything that's going on, our context across Africa.

CARVINCLAY is driven by innovation and I bring onboard over twenty years' experience

passion, especially for growth. CARVINCLAY is as an HR practitioner. Together with my team,

interested in people and organisations. We we have many insights to offer there aren't

want to see them do well. We're here to help many situations that we haven't experienced

build the best leaders by developing, coaching, in our careers. We can provide the thought

and supporting them while challenging their leadership that guides business owners to take

norms. We are also here to be a strategic tough decisions that require unbiased thinking

business partner to leaders by helping them around what is best for the business. We're

deliver the business strategy through their that business partner to spar with on such

greatest asset, people. issues.

Our approach to providing advice is evidence- I completely understand what it's like sitting in

based. We use a combination of critical thinking the seat of an entrepreneur or business leader

and best practice. We also have excellent and having to make some difficult decisions. I

experience in various industries and appreciate the cost implications for the

multinational organisations that we bring to decisions that need to be made and the fact

bear. We consider ourselves the HR company of that we do not have infinite funds. I also

choice, providing solutions that meet the needs recognise that there are constraints with

of organisations. We have come across many regard to providing the best solutions with

challenging situations and can walk with our available information and resources.

client's hand-in-hand to resolve their I understand deeply what it's like to work

challenges. We want to see our clients across many African countries and has a Head

successful, and their success is our success. Office in the UK or US and the expectations

that may come with it. How to balance the
HCMA: Why should any business owner come culture within Africa and marry it with that of
to CARVINCLAY?
the Head Office and make it work is something

IRENE: Seeking the services of CARVINCLAY is we have been exposed to, thus can manage

a great choice for every business leader, efficiently. So those who come to

entrepreneur, HR practitioner or anybody who CARVINCLAY want advice that would work.

wants advice and support. As the CEO and We're not just a consultancy firm that will

Founder of the organization, give you advice and walk away.

59

We are the firm that literary holds your hands and we know exactly what's required for
to implement our advice and make sure it's many organisations. It's not just about
successful before we walk away. It'simportant qualifications; it's also about knowledge,
to us that we keep our reputation and that you experience, fit and competence. We
come back to us. So we don't just see it as a provide coaching and mentoring programs
one-off; we see it as a long term relationship. for individuals as well as team
effectiveness. So we're a one-stop-shop

We're also passionate about leadership. We and we'll be more than happy to receive
want to see investment in African professional enquiries on how we can work together to
leadership, so we've created programs that make a difference in any organisation it's
speak to that and challenge the leader. I've about making that difference; that's the
worked a lot with mid-career executives most important factor.

around leadership programs, and I know the
impact of such investments. I also know that HCMA: Where do you see yourself and

it's beneficial to organisations when they out- CARVINCLAY in the next ten years?

source that responsibility to us because we IRENE: Absolutely championing human
focus primarily on delivering that service for resource management practice by offering
them. It is important to add that there's a lot solutions, advice and developing the next
of benefits now that we do things virtually. generation of leaders as well as supporting
We've got offerings related to blended businesses to be trans-generational and
learning as well as online interactive learning long-lasting. We intend to have a presence
which we didn't consider before. across Africa and to be the 'go to'

CARVINCLAY also recruits leaders. So I talk organisation that individuals and
about investing in leadership because we have employers prefer to work with. We will be

a great network of leaders, and it's our an organisation with great integrity,

responsibility to ensure that we look for the progressive and innovative whose clients

best talent. We know what to look for and are can trust our advice. So I see that the

able to assess them with such rigour that we future is absolutely bright for CARVINCLAY.
identify the best talent- we know the best We aspire to be the first name to be

people mentioned during discussions about

“ human resource practice.
we know the best people, and we know exactly
what's required for many organisations. It's not

just about qualifications;”

Source: https://risepeople.com/blog/fascinating-hr-stattistics/

Heralding the new year with bells chiming unique symphonic rhythms and splashing

fireworks, did not bear the slightest indication of a transitional pause in our normalcy. Suddenly
came a clarion call to stay at home with words like social distancing, lockdown, Covid-19, corona
virus, pandemic, quarantine, nose mask, PPE, becoming part of our daily vocabulary. The
overwhelming amount of anxiety-laden news has heightened stress levels. The collective
vulnerability this uncharted territory presents, has undoubtedly taken a toll on our mental state.
The advent of COVID-19 pandemic has presented a defining moment for the importance of mental
health and the urgent need to create a mentally healthy workplace. Employers cannot afford to
turn a blind eye or sideline mental health issues at the workplace It is a crucial time to have
appropriate mental health facilities in place for businesses, to help achieve sustainable success
throughout this crisis and beyond. Psycho-social or mental wellbeing of employees is a major
catalyst that would determine whether businesses survive this turbulent transitional phase and
emerging new realities.

It is also vital that employers accelerate plans to develop comprehensive mental health policies to
effectively cope with the aftermath issues such as anxiety, depression, Post Traumatic Stress
Disorder (PTSD), flashbacks, remote working fatigue etc. that would impact the organisation’s mental
capital post Covid-19. To help employees thrive at work post Covid-19, it is salient that physical and
mental health are equally placed on the headlines of the business agenda in terms equitable
distribution of resources.
Recent Research predicts that mental health problems will be the leading cause of mortality and
morbidity globally by 2030. Research has also demonstrated the benefits for businesses that support
peoples’ mental health. The World Health Organisation estimates that for every $1 invested in the
treatment and support of mental health issues, a return of $4 in improved health and productivity is
seen. Jamap P. & Staglin G. 2019
The World Economic Forum and Global Agenda Council on Well-being and Mental Health, in a
document covering 2012-2014, indicated that a healthy and satisfied population creates not only a
more productive workforce, which in turn improves a country’s economic growth, but also an
enhanced quality of life, leading to more sustainable development

“Recognizing and stimulating well-being in workplaces and communities is essential for long-term
economic and social success,” The document expatiated further
In today’s fast paced, high-technological world, employees often find it difficult striking a balance
between the demands of their job and their personal lives, creating the unhealthy build-up of
emotional and psychological challenges. In the absence of employee assertiveness, the end results
are a direct hit on bottom-line due to ineffective & sub-optimal work practices.

The world is changing dramatically and will continue post Covid-19. Only resilient businesses will be
better placed to manage the mental challenges created by pandemic. Developed countries continue
to proactively invest in the provision of psycho-social well-being services for their citizens. It is critical
that we rethink prevention measures to safeguard the mental wellbeing of Africans. Optimizing the
mental health of employees benefits both employers and employees. For employers, these include
increased performance and productivity, retention of quality staff, reduction in absenteeism,
reduction in cost of healthcare and the creation of a positive work environment that boosts morale.
For employees, work-life balance is achieved while preventing high risk diseases. They also have a
greater sense of wellbeing, improved relationships and generally reduced stress and burnout.

Exploring psycho-social wellbeing programmes such as Employee Assistance Program (EAP) helps
reposition workforce and business to accomplish goals. Many organisations are opting for EAP
because they recognise the value of early intervention as critical to the survival and viability of their
business. Mental health literacy courses should also be a staple training resource to assist managers
in supporting staff.

A meaningful and sustained wellbeing policy and workplace interventions that supports mental

health should no longer be deemed as extravagance but a business imperative as we transition to

readjusting and resettling in the post Covid-19 new normal.

Patience Osekre

Consultant Psychotherapist and a Wellness Expert

References EAP-Africa

• Jaman P & Staglin G 2019 “World Economic Forum; Mental Health Matters”
• World Economic Forum & Global Agenda Council on Well-being and Mental Health, 2012-

2014

62

Carpe Diem

Seize the Moment, A Challenge To Learning Professionals

-Linda Van Der Loo

T Independent Learning Consultant
his is my first attempt at writing. I prefer speaking to writing, but it is a great time to

be sharing my insights and experience, I hope you find them valuable. Can I assume that
you are reading this because you are a ‘learning professional’ or human capital
professional with a vested interest in people and the skills that make them relevant in this
time of disruption?
If so, how has 2020 been for you to date?

Who would have thought we would be in the middle of a global pandemic, working from
home in a truly digital way? It seems too good to be true for someone like me, who has
been a digital learning activist for most of my 25-year Learning and Development
career. Never have I had the opportunity, outside of eLearning back in the early 2000s,
for learning professionals to step in and step up to support their businesses through the
challenges the COVID-19 lockdown presents.

Alvin Toffler (born in 1928, deceased in 2016) was an American writer, futurist, and
businessman known for his works discussing modern technologies, including the digital
revolution and the communication revolution. I still refer to one of his many relevant
quotes "The illiterate of the 21st century will not be those who cannot read and write, but
those who cannot learn, unlearn and relearn". How true is this for us in today's world of
learning, whether as corporate or educational institution?

When I facilitate or present at conferences on the subject of learning innovation or future-
fit learning, my approach has been to push the boundaries with how much I think we as
learning professionals, should be doing "things" differently, how we need to respond and
move at the speed of business.

I show a slide, with the saying "We've always done it this way", and almost instantly I
see heads in the audience nodding and smiling, as a subtle acknowledgement of the
obvious, we as learning professionals should be moving away from how we have always
done things. With the COVID-19 lockdown, we have no choice but to do things
differently, because overnight, our world of learning shifted dramatically, into a world
where digitisation and Fourth Industrial Revolution (4IR) is now a reality.

We lost our face to face classrooms, have been expected to "pivot" to delivering learning
digitally and suddenly learning has become the flavour of the month with the business
because they require new skills at a speed and pace that historically we have been
unaccustomed to. In my opinion, we will not go back to the old ways of learning. This
creates a massive opportunity for us to innovate, be agile and build non-traditional skills
at the speed of what the business is needing them.

64
The million-dollar question is how do we do this?

I will share three practical insights, on how learning professionals can respond to the business
needs for learning, given the current environment:
First, learning professionals need to "Walk two days in the shoes of learners" – what do I mean
by this? Simple: don't ask your learners to learn in a way you would not be comfortable doing
yourselves. We are so quick to convert learning to digital platforms, yet we have not given the
learning experience too much thought. A few years ago, I implemented an extensive digital
learning library, and before we launched this to our business, the learning team went through
the library in detail to equip ourselves for any learner questions and demands. We were in a
position to give credible judgement on the quality of the content, but most importantly, we were
able to advise and steer learners in the right direction of skills they needed to build.

We identified critical skills they needed to learn to future-fit themselves and created a learning

communication campaign to support this initiative. Through this initiative, learners were given

clear direction on what skills they needed to learn to be relevant and future-fit, as we the learning

team, were in a position to talk from a place of authenticity and credibility. I refer to this as giving

learners a Global Positioning System (GPS) or journey map for their learning experiences. In

essence, they are not wasting precious hours learning about irrelevant content. Through this

process, as a learning team, we shifted our focus from the traditional to more innovative and

disrupted learning initiatives. We became advocates for doing things differently and in most

instances, digitally. What was so rewarding about this is that, we won a prestigious international

award through LinkedIn Learning as the Learning Team of the Year for Africa in 2019.

Second, identify through critical business engagements, the key or core digital skills you need to

build to future-fit your organization. Follow a process with your business to

identify skills that will be expiring and

systematically reduce the training days

and budget allocation to these skills,

e.g. on-premise computing skills. At

the same time, identify the future skills

requirements; typically, these skills

should align with a digital

transformation programme or cloud

adoption initiative, like Microsoft

office.

What I have seen work well, especially in countries like Uganda, Nigeria, Ghana, Kenya and
Tanzania, is a clear focus on specific digital skills in the form of an academy that has an organisation-
wide focus rather than a unrelated multi-pronged approach. In essence, most of these skills are the
same across the organization. I would suggest picking 5 to 10 core skills, identify the proficiency
levels you need and communicate and over-communicate on how these skills will keep
learners/employees relevant. Focus on specific capabilities such as Cloud, AI, Robotics,
Automation, Cyber Security Data and UX, not only access to content but access to certifications
which will give you a good sense of capability and competence.

Lastly, in line with global trends, I suggest a strategy for targeted reskilling and upskilling initiatives
where expiring skills are replaced by future-fit skills that strategically align with the business vision.
It is more than likely that specific skills will no longer be relevant in a digital working environment
and specific skills like virtual teaming, collaboration, time management, managing in times of crises,
managing virtually, resilience, to name a few, will need to be intensified.

Regardless of the skills, you need to decide on your reskilling and upskilling strategy. To develop
these skills at scale, you will need to consider delivering them through, "new" enabling learning
technologies called learning experience platforms. These will allow learning at pace and scale (large
volumes) culminating in industry-relevant certifications and qualifications.

The COVID-19 lockdown has fast-tracked the need to embrace digitalisation. This presents an
opportunity for us to look beyond the lockdown and identify the skills people would need in the
coming years when working from home and connecting digitally will become the norm. Based on
this, here are three challenges to ponder over as learning professionals:
1. Do you have new bold ideas for learning post the COVID-19 lockdown?
2. What game-changer innovations are you thinking about for learning impact?
3. What skillset does Learning and Development (L&D) need now and what do you think we will

be needed in the next six months and next 12 – 24 months?
In summary, to quote Josh Bersin, a Global Industry Analyst, "I believe L&D
is one of the heroes of this crisis. Not only is the appetite for learning
voracious, but companies are desperate to train, enable, and adjust
people's work and employment situations at light speed. The marketplace
of digital learning tools and providers has stepped up in a myriad of ways."
I challenge you as a learning professional to seize the wonderful gift and
opportunity COVID-19 presents to truly make a difference in people's lives
by giving them learning experiences that enable their relevance. Seize the
moment!



“In order to build a rewarding
employee experience, you need to
understand what matters to your

people most”

-Julie Bevacqua



69

A CHAT WITH

JOSEPHINE N. MUKUMBYA

ASSOCIATE CERTIFIED COACH (ACC)

Josephine Mukumbya is the Group Chief Capacity Development, Coaching and working cross-
Executive Officer of the Agricultural Business culturally. Before joining aBi, I worked in five
Initiative (aBi), a social enterprise founded by financial institutions and one International
the Governments of Uganda and Denmark to Development Agency in varied roles as an Executive
promote Private Sector Agribusiness Director, Chief Credit Officer, Chief Risk Officer and
Development to enhance wealth creation in Senior Private Sector Development Advisor.
Uganda. In this interview with HCMA, she I am a member of the Board of Directors at Housing
shares her experiences as a leader and an Finance Bank, the premier mortgage financier in
employee. She also offers insight into how Uganda. I also chair the Female Future Association
businesses can survive post-COVID-19. Alumni Board, an entity established to mentor and
coach young women into leadership positions.
HCMA: Briefly tell us about yourself. My varied roles provide me with opportunities to
coach and mentor upcoming female executives
Josephine: Currently, I lead the team at aBi to across several sectors.
promote private sector investment in
Agribusinesses through Grant support for I hold a Master’s degree in Banking and Finance for
interventions designed to address specific Development from the Fondazione Giordano Dell
constraints identified in six priority agri-value ‘Amore in Italy. The International Coach Federation
chains. aBi also promotes access to agricultural has credentialed me as an Associate Certified Coach,
financing, through the use of varied financial and I am a member of the International Coach
instruments and inclusive strategies to the Federation body.
sustainable development of agribusinesses in
Uganda. My experience cuts across financial
Portfolio Management, Business Planning, Risk
Management,

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HCMA: Briefly give us an idea of when your As fate would have it, one of our clients, who was
leadership journey started and what key the MD of a larger bank, really appreciated my
learnings you took along to get to where work and my approach to doing things.
you are now?
One day, he said to me, “I need you to respond to
Josephine: I’d say my leadership journey the advert that would be published in the
commenced a few weeks after coming out newspaper because I need you to join my bank.” I
of school when I met, whom I’d say, is the did and was offered more exposure and training
greatest mentor in my life. She’s since opportunities which sharpened my skills and
passed on (may her soul rest in peace), but enabled me to perform better. Then the
it was that helping hand she gave me which promotions followed. So, in summary, that’s how
set me on this path. She was the Head of my leadership journey started.
Department of a financial institution which I
joined a few weeks out of university. She HCMA: What key learning, did you take out of
saw how curious I was and my desire to this?
learn, so she took me under her wings and
introduced me to the intricacies of her work. Josephine: My main learning out of this is that
Her department was the Credit Department mentorship is key. I have a degree in Finance;
– and if you know anything about financial Banking and Investment were part of the courses
institutions, especially in Africa, credit is the I read. However, the practical work was a whole
bread and butter of such institutions different ball game, especially having to deal with
unsatisfied clients. So, I would say doing, actually
So, she was actually the bread and butter of our helps to learn (Practice makes a man perfect as
branch, and she was very good at it. She had a the cliché goes). Thus, an internship is critical to
colleague who assisted. However, at the time I developing people/talents because we really
joined, her colleague had to go on maternity become curious as we’re working. Through this
leave, and she had to manage the department process, whatever we’ve read or internalised in
on her own although she wasn’t feeling very the classroom comes to life.
well. So, she often asked me to help, and I did.
That got me my first promotion because out of So, I learnt a lot from my first boss, and that is why
the blue, I knew things that at my level, I I’m keen on being a mentor, especially to young
shouldn’t have known. That is because she ladies. I sometimes get feedback from my
carried me along. Much as I made some colleagues that I’m giving too much to a new
mistakes, I learnt along the way. Things member of staff. But I have found that if they’re
happened so fast such that in no time, my curious and eager enough to learn, they learn
services were needed at the Head Office. Then quite quickly and give themselves the best
I was on the way to more leadership opportunity to grow. So, I try my best to avail
opportunities. myself to be a mentor and a coach. One important
thing in coaching is “collaboration”.

In Uganda, we started out as a very small team Business development services are a key
of coaches who are professionally trained; I requirement for establishing and sustaining
think today, we are forty. We established the businesses, which is why both development
International Coaching Federation in Uganda partners and even financial institutions are
and are now part of that international body. contributing to opening up the incubation
Working in collaboration with the Human space. The largest financial institution in the
Resources Managers Association we have country has incubation programs, and even a
succeeded in making it a requirement for HR few more have followed suit. In this incubation
professionals to be coached and trained in space is the availing of the real and full package
coaching. What this is doing is to cause a of business development, not just bits and
systemic change because having been through pieces of it.
professional coaching and training, the Human
Resource Managers are gradually impacting I find that one of the reasons for the frequent
their organisations. So, the Association of collapse of enterprises could be that we were
Human Resource Managers is really giving us a not supporting them enough. If I am successful
push in terms of professionalising coaching in at business planning, market development and
Uganda, and soon, we will see more talent access to market, but then I’ve not looked at
being developed. the other elements of financial management,
the business may still collapse. So, these
HCMA: What has been Uganda’s experience incubation packages are taking on the whole
with business development? lot. The financial institutions are doing this
because, in a way, they’re developing business.
Josephine: As you may already have heard, Indeed, they’re developing their next level of
Uganda is one of the most entrepreneurial business because they would like to offer more
countries on account of establishing many services like lending to them. They would like to
enterprises. Unfortunately, we keep losing see them grow for mutual benefit.
them such that they do not see their third
birthday. I have forgotten the statistics, but by At aBi, we are actually in support of incubation.
the fifth birthday, I think as many as seventy We have a partnership with a particular
percent (70%) of them have failed. I have agribusiness incubator, targeting small youth
personally been involved in a business that has enterprises. This has been able to attract other
failed. So, in spite of the fact that the funders, including government bodies, and we
entrepreneurship spirit is there, we find that hope that these services can be replicated
we’re losing these businesses. Although there across the country so that we will have more
are many reasons for this, I pin it down to lack participants
of adequate business development support
and strategies to grow the business.

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“I learnt a lot from my first boss and that is why I’m keen on
being a mentor, especially to young ladies. I sometimes get
feedback from my colleagues that I’m giving too much to a
new member of staff. but I have found that if they’re curious
and eager enough to learn, they learn quite quickly and give
themselves the best opportunity to grow.”

. By so doing, we will be ensuring that the HCMA: Given that people are the most
businesses that are opening do not have the agile and indispensable resource, what
same failure rate that we’re known for. would you describe as some of the
setbacks in people management?
HCMA: Given that it’s a very
entrepreneurial environment, what has Josephine: Taking the employee
been the role of HR? perspective, I would say Work ethic.
Somehow, this can be influenced by one’s
Josephine: I would say HR is really the pivot. culture. For example, in East Africa,
We can have all the processes and policies, Ugandans are considered more friendly and
however, if we do not have the people, and laid back than some of their neighbours who
even if we had the people, but they are not are considered to have a better work ethic.
developed or suited to deliver the plans,
policies and work through the processes, Friendliness in itself is a good thing, but if it
then not much can be achieved. An affects my productivity as well as that of my
important observation I have made during teammates to the extent that we are unable
this Corona Virus (COVID-19) pandemic, to grow in our careers, then we are not
especially considering the challenges we are professional enough. So being intentional
going through, is that the most agile of all about developing the work ethic is
our resources is still the people. something that we need to work on as a
country. And why is this so? Because it will
Processes and systems don’t change by help us become more productive. From the
themselves; it is people who have to change perspective of the employer: As a nation
them. It has been a real eye-opener. So, HR with very high unemployment and
plays a very critical role, hence the need for underemployment, you will find that an
business owners to appreciate and accord it employer will be hard-pressed to follow
the recognition it deserves. through with all of the obligations they have
towards an employee.

This is very prevalent in the manufacturing entitlements and what is expected from them
sector, where a basic thing as having formal in return.When there is clarity of roles between
contracts for low skilled jobs is sometimes not employer and employee, loyalty is built, and
adhered to. the bond is strengthened.

Why? Because they find them easily HCMA: I believe that your involvement in the
replaceable. But as an employer, they have a Federation’s work is also helping to shape the
duty to treat employees well to breed loyalty. outcomes?
Somehow, some employers lose sight of losses
that result when employees fall sick or resign, Josephine: Yes. This Federation was able to link
and they need to reskill others to take up their up with a similar Federation in Norway to
tasks. This is due to the perception that these introduce what we call the Female Future
people are easily replaceable. Program. This program is looking at how we
can support particularly ladies, who usually get
There’s also the issue of lack of awareness, on stuck in middle management roles, to move up
the part of employees, of their basic rights. This to their rightful leadership positions. This is to
makes it impossible for them to get the address a key finding in a survey carried out in
treatment they deserve It also hinders their Norway a long time ago. The survey revealed
ability to grow into new roles and deliver to the that in Norway, there were few women in
best of their abilities. To address this situation, boardrooms and management positions. It
we have a Federation of Ugandan Employers also emerged that many of them were found in
that’s charging us as employers to create this middle management, and they are very willing
awareness through our manuals and sessions to stay at that level. The program was then
with our staff. Through these channels, we developed to tap into women’s leadership
educate, employees about their potential.

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I am privileged to have attended this So, in the course of the pandemic it has
program. The first country in Africa to become apparent that if you’ve not added
have benefitted from this program is value to growing bananas, for instance, you
Uganda (I think Ghana has since come on can see the price drop by say two hundred
board) and there are about a hundred percent because of transport disruptions
and eighty (180) women who have gone
through the program. Therefore, Government and development partner
establishing an association of alumni of promotion of and support to value addition
this program would be a very good forum has never been appreciated more than
for addressing critical areas that need to now.
be improved in HR and to further their
course. We had some rapid assessment done in the
country in the very early days; March, April,
HCMA: Now let’s talk about COVID-19. May and the initial feedback was that the
Nobody really thought we would be here category of people mainly hit by the
today. What would you say has been the pandemic in terms of loss of total income is
impact of COVID-19 on the business the urban low-class. For example, owners of
landscape in Uganda, particularly in your small restaurants and their waiters or
field of endeavour? waitresses lost their sources of income.
However, the ones we consider much
Josephine: The effect on businesses is poorer up-country were not faced with the
drastic. Some of the impacts, especially in same crises that those of us in cities and
the financial services space, are yet to be towns were faced with because they could
fully felt. For sure, economies can’t shrink still go to their farms. So, in a way, the
this fast without having these ripple pandemic has given us a mixed bag. And
effects across countries. However, there we, as an organisation, are trying to
is a bit of a mixed bag, and I’m going to intensify advocacy to solicit the support of
give two examples I came across, which more bodies, including Government
were quite fascinating, and they sit well Agencies, to leverage on this learning and
within my space of interest. invest more and appropriately in
agriculture.
I really feel that the pandemic has
brought the contribution of the
agricultural sector in Uganda to the fore.
We have always said that agriculture is
the largest employer.

This narrative is still out there, but we
actually do not follow it up with a budget
that supports our view of its importance.

Therefore, in many respects, what needs to be Josephine: I see an opportunity to be more
done is more value addition. Here, I’m speaking innovative. Things we thought were risky and
about areas of competitive advantage. So, if our could not be done, remotely or digitally, we
main area of competitive advantage is Agriculture, now realise, are possible. So, we can
then we need to see more value addition and enhance our risk appetite and operate more
innovation there. I also have an example with efficiently We can make a case for process
regard to manufacturing that really amazed me. mapping and process re-engineering. We
have been able to be creative with our
I must say that at such times you can actually see workload.
the creativity and agility of people. So because
essential services were left open, even as we went We’ve had to work our schedules to bring
into lockdown, this particular manufacturing balance to it because even in the crises one
company found a way to release some of its had to prepare reports and participate in
storage space to its employees for them to live on meetings while attending to the needs of the
the premises because they couldn’t commute family because they’re also locked down. As I
between work and home. Management actually said before, the key factor in all this is the
created a kind of dormitory for them and ensured employee. They are pivotal in managing the
that they continued processing produce change. They’ve been able to work on
throughout the period. The reason is obvious, we guidelines quickly and use them to move
all needed food which could be stocked to eat ahead of everything so that by the time we
while we were locked down at home. For the first get back to full business, we are sure that we
time in the life of this company, they had more would have improved on our deficiencies in
orders than they had ever had before. The many ways.
pandemic has, therefore enabled them to identify
a new and efficient way to operate. HCMA: You have had an awesome journey
in leadership in organisations in Uganda.
So, it’s a mixed bag. We have responded well but How would you say African businesses
how our economy recovers is the next big thing should position themselves for global
that we’re all looking at. competition in the face of the COVID -19
disruptions?
HCMA: I think you’ve spoken largely on how
organisations could actually take advantage of Josephine: It goes back to the issue of
this situation, can we now shift focus to considering business development as a
employees? We all are employees of one package and embracing it. To date, African
organisation or another. So, while the businesses will only get into an incubator
organisation is trying to take advantage of COVID program or take on business development
-19, how in your view, do employees also take services that they are paying for. Why?
advantage of the disruptions? Because they’ve not yet seen the value.

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However, as others come out
of these incubator programs,
which development partners,
governments and financiers
have paid for and start
accessing markets in Europe
\ for instance, to sell products
such as dried chilli and dried
pineapples, then, even small
enterprises, will be able to pay
for these services because of
the value they see.

Essentially, African businesses need to It is clear that once these
embrace Business Development lessons trickle down and
services as something worth paying for African businesses are willing
so that it has sustainability. The other to pay for Business
thing that I think African companies Development services so that
need to do is to embrace up-skilling. It the people who offer these
may be your family business that you are services can engage them
running with your husband, uncle and directly, they will also enjoy
child but do you have all the skills, the benefits. These include
structures and systems you need? access to markets, financial
management, and support
from financial institutions and
better branding

Another thing, I get some calls from impact
investors asking for names of SMEs and or
start-up companies to support. When these
companies are contacted, they usually
decline financing, which entails the ceding of
shares. They prefer to have a hundred
percent (100%) ownership of a business
worth say a hundred million shillings to fifty
percent (50%) of a billion-shilling one.
They’re not looking that far yet.

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They don’t appreciate having an infusion of skill and So, it always baffles me because I’m thinking, this
exposure into their businesses. The few who do, is the one skill that a CEO needs most.

suddenly get access to say the Ghanaian market. If we actually knew how to treat people better,
That’s because the company may have received the how to support them to work to the best of their
required exposure or the investor introduced a potential, then our work would be half done.
governing board with some level of independence.
Interestingly, some start-ups are not able to So, the tip I would give is that we need to bring the
separate what they consider to be their personal HR management function to the fore of Senior
money from the capital invested in the business. Management. What we can’t see in terms of
Meanwhile, something as simple as that can start numbers currently, is something that can happen
you on the path of being reputable, thereby if we have the HR management associations work
attracting more investments. So, you find that if we closely with say the Chief Finance Officers to
open up ourselves to embrace up-skilling and demonstrate the return on retaining staff in our
exposure through other partnerships, we succeed. organisations compared to other institutions. So,
Otherwise, you have a situation where the market my tip would be to intentionally recognise the
wants our pineapples, but they don’t know about strategic importance of the HR profession in our
them, and we don’t know how to get our organisations.

pineapples there (Ugandan pineapples are sweeter HCMA: So finally, if you could describe the future
than Ghanaian ones by the way).
of work in one word, what would that be and

HCMA: Wow! I think you really do justice to the why?

subject of business; shouldn’t we be inviting you Josephine: Agility, that’s the word. The reason is
to Ghana to do a seminar?
simple. We do have to be faster and more creative

Josephine: I would be very happy to do that than we’ve ever been if we want to stay relevant.

because you know what surprises me? I don’t need We have to find new ways because the ways that

a visa to come to Ghana! brought us here will not enable us to stay here. We

have to work for a while at some level of
HCMA: What’s the one tip that you would give to uncertainty. This uncertainty calls for the need to
leaders in relation to treating or managing our be agile because that business plan that was
people better?
supposed to yield specified results in 2023

Josephine: That’s a hard one, but I could start from requires some changes/shifts. If a business can’t

something that always surprises me. When I look at deliver to remain relevant to its shareholders,

the profiles of most CEOs, I’m hard-pressed to find what purpose will it serve? Business owners and

a former HR management practitioner making it managers have to think on their feet and be

there, not even at the international level. nimble to stay relevant.

PERFORMANCE
MANAGEMENT

IN THE NEW NORMAL

Theophilus Tackie-Komme

In the ‘new normal’, the only variable in the
performance objectives setting process is the

channel of engagement……

The Corona Virus Disease, 2019 (COVID-19) has disrupted the global commercial environment.
The pandemic has challenged all known conventions for social and economic activities. The
survival of businesses has become highly dependent on the ability of their owners to embrace
innovative and resilient thinking.

In response to social distancing directives from health authorities to help contain the novel
Corona virus, most companies are running remote-working programmes. As has become the
‘new normal’, telecommuting is how most businesses run. Chances are that remote working
will remain post COVID-19 (EY, 2020). Forbes predicts job markets, international trade and
corporate sustainability crashing should businesses return to the office simultaneously (2020).
All the indicators point in one direction; the world of work as we knew it has changed.

Excellent employee performance is key to the success of any business. Thus, HR practitioners
owe it a duty to business owners to ensure that employees give off their best to increase the
bottom-line. This task was manageable in the pre-COVID-19 working arrangement. However,
in this ‘new normal’ circumstances where employees are not physically under the watch of
their supervisors, how do we manage employee performance? What should managers and
business owners know? Here are some useful strategies and tips worth considering:

1. Living the Work Values & Becoming True Corporate Ambassadors – Transitioning

from working-in-the-office to working-from-home may seem a relief to the employee but is a very
daunting task to them and their supervisors. From the perspective of the employee, the absence of
the usual and familiar working environment comes with various distractions from personal and social
commitments. The tendency to prioritize personal commitments over official duties is very real. This
point is buttressed by Research which shows that, ‘the physical work environment can
influence employee outcomes in areas such as engagement, performance, well-being, and
satisfaction’ (Paul Kegel, 2017). Therefore, to ensure optimal performance of employees in the ‘new
normal’, managers need to encourage their teams to become true corporate ambassadors - living the
values of their organisations and contributing significantly towards the attainment of the overall
strategic corporate objectives while working remotely. To this end, weekly discussion of these values
on a WhatsApp platform for 30 minutes could help imbibe these values in employees. It is imperative
that employees commit to their daily official deliverables. Any conflicts between work and personal
demands must be managed in a well-balanced and productive manner. That is the mark effective
leadership.

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4. Communicating Performance Expectations – Performance objectives setting is a very

crucial part of the Performance Management (PM) cycle. With HR’s coordination, the objectives
setting must be stakeholder driven to onboard inputs from both supervisors and the supervised,
thereby cementing their co-ownership of the entire PM process. In the ‘new normal’, the only
variable in the performance objectives setting process is the channel of engagement – in this
case virtual engagement. Thankfully, there are several virtual teleconferencing platforms that
support productive business engagements. In choosing a virtual platform, businesses must
carefully consider the elements of cost, fit-for-purpose and security. Zoom, Teams and Google
Meet are three popular virtual platforms making waves globally and can be used for this purpose.

5. Remote Working Support Systems (Technical & Soft) – Respondents from a recent

survey (on my Tullow Oil HR Mentoring Programme capstone project) indicated that they could
be very productive while working remotely with the right support system in place. In the ‘new
normal’, basic working tool requirements include computers, internet connectivity and access
to work information. To guarantee high productivity by employees, each business needs to
assess its peculiar remote tooling requirements and provide timeous and uninterrupted
technical support to its staff. Soft support systems such as teamwork, collaboration and
leadership are also crucial. Managers must be charged to drive these processes by guiding and
directing their teams towards the achievement of desired corporate outcomes.

6. Constructive & Timeous Performance Feedback - Most supervisors err in their

assumption that the best moments to provide feedback to employees are during the usual
periodic performance appraisal/review sessions. Ideally, performance management is a
coaching process which requires work review, discouragement of unproductive attitudes and
encouragement of positive work behaviours on a constant and needful basis. Thus, there is no
limit to the amount of feedback managers could give. However, the feedback must be
constructive, relevant and timeous.

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Most PM Enterprise Resource Planning Systems (ERPs) such as WeWorked & Odoo support manager-
employee engagements in real time. They guarantee performance feedback on the go; anytime, anywhere.
There are other cost-effective PM ERPs on the market that businesses could choose from. In the ‘new
normal’, businesses are encouraged to embrace digital HR to automate and data-drive their people
processes.

2. Summative & Progressive Performance Appraisal/Review – Virtual performance review sessions

can be very productive. Managers and employees need to shield themselves from all forms of distractions
while telecommuting. Appraisal objectives and expectations must be well communicated ahead. The truth
is, in feedback-driven cultures, performance reviews become summative and progressive owing to prior
consistent and timeous engagements between parties, discussing employee performance, challenges and
areas that require improvement. An advantage of a virtual performance appraisal is that, in addition to
securing signed appraisal forms for record-keeping, virtual platforms such as Zoom, Teams, Google Meet
have video recording features that allows the capturing of appraisal meetings for storage and future
referencing.

3. Novel Performance Recognition – Rewards are most effective when they are linked to performance.

The high desirability of employees towards non-monetary rewards such as recognition is heavily backed
by research. In the ‘new normal’ where much is done online, businesses could recognise high performers
on their various social media handles (LinkedIn, Facebook, Instagram, YouTube, Twitter and Flickr) as well
as through digital corporate magazines and newsletters. High performers could also be made corporate
brand ambassadors for digital marketing activities. These strategies will not only build high performing
cultures but will also project businesses as employers of choice for potentially skillful talents on the job
market.

In conclusion, although there are no cast-in-stone strategies for managing employee performance in the
‘new normal’, the tips stated above could be of immense help in improving employee performance if
adopted. Businesses are encouraged to develop strategies that suit their needs and unique settings. It is
also important for businesses to be guided by the VUCA principle on how to withstand Volatile, Uncertain,
Complex and Ambiguous circumstances posed by COVID-19. (Harvard Business Review, 2014). HR
practitioners and managers also need to go AGILE! to succeed in the ‘new normal’ times.

“Furlough” is quite the buzzword these days. As soon as COVID-19’s effects on

business and employment became clear, agile professionals from Ghana to Kenya, Nigeria to
South Africa, with an interest in employment, read up on the furlough and adapted it to local
conditions and advised client-employers. This has been nothing short of impressive.
Furloughing is essentially an Americanism. For many legal systems like England and countries
with similar legal systems (like most of the countries mentioned above), it has been a post-
COVID-19 phenomenon. What does it really mean? Basically, it is when the employer asks the
worker to go on a period of unpaid leave because circumstances beyond the employer’s
control prevents the employer from paying the worker. The situation is usually such that if the
workers object, the only realistic alternative is to terminate their employment. The pervasive
reach of COVID-19 (across the world and into corporate and individual pockets) means the
temptation or need to furlough workers has touched many an employment in far-flung places,
including -

Africa where many employment lawyers report that clients are
very interested in what menu of options they have in changing
their financial relationship with workers until the effects of the
pandemic are reversed. The common questions have been about
reduced pay, compulsory annual leave, indefinite leave without
pay (that is the furlough, really), redundancy and termination (by
frustration).

“SUBJECT TO THE LAW”

The existing employment law must obviously permit any kind of
change an employer wishes to make to the employment contract.
Otherwise the change would be unlawful. So already existing
legislation or the employment contract must permit furloughing,
if one is being strict about it. But, in many cases and in many
countries, there was no existing law even remotely touching on
furloughing when COVID-19 crossed their borders. Practical
advice has been given to many an employer that they can
furlough workers if the business will collapse without it, and if
they follow certain risk-reducing steps. It has been suggested
that, with no existing ‘furlough’ laws, furloughing “subject to
existing law” should be interpreted to mean furloughing must be
done fairly and without discrimination. It remains to be seen if the
court and employment tribunals will accept this interpretation

SUGAR-COATING THE PILL

To make an act which is not necessarily lawful more acceptable, some governments of richer
countries have acted to soften the blow by stepping in the employer’s shoes to pay up to a
certain percentage of the worker’s salary during the furlough period. For example, the
British government is paying up to 80 percent of the salaries of some furloughed workers
up to a maximum of 2,500 pounds. Even with that, employers and workers (or workers’
representatives) have held consultations and negotiations prior to the furlough. But not all
economies can support this soft landing. Most African countries will not be able to do this.
Where the governments do not have the sugar to sweeten the bitter pill, employers have
more reason to consult and negotiate. Workers are more sensible and considerate than they
get credit for.

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They have seen the havoc COVID-19 has wreaked on businesses. They are likely to negotiate
and accept some kind of furlough (even if the government is not guaranteeing part of their
salary).

DISSENTIENT WORKERS

What if the workers do not agree to be furloughed? If the employer forges ahead with it,
the workers may have a claim of constructive termination against the employer (on the
ground the employer has created a hostile work environment, leaving the worker with no
choice but to resign). Would a practical-minded employment tribunal ignore the global viral
war which has forced economic hardship on businesses? Will it ignore the fairness in this
not necessarily lawful event? Would the tribunals accept that “subject to existing law” must
be taken to mean fair and non-discriminatory? Would the fact of the prior consultations
mitigate the necessary sin and lesser evil (when the alternative was termination)?

CONCLUSION

A well-structured and compassionate furlough plan is a wise decision if the employer can
show that they can no longer pay the workers. It is not a 100 percent fireproof solution. But
it should do. More time should be spent on fighting and winning the COVID-19 war, keeping
workers (and other people) safe, and returning life to normal so that businesses can safely
recall furloughed workers.

David A. Asiedu

Partner-in-Charge
Commercial Dispute Resolution

ENSafrica Ghana



"The most dynamic economies in the world are characterised by an

entrepreneurial, innovation driven business sector. And this requires
firms to unburden themselves from bureaucratic constraints and
become more agile and flexible. A key, and hitherto ignored, agent in
this transformative process is the freelancer."

Overcoming
Unemployment Through

FLARNECEING
Opportunities

As unemployment figures in Accra, Ghana's capital, continue to soar, freelancing with jobs might be a
way out. It will not only provide employment for those who are still doing nothing at home; it will
generate an entrepreneurial spirit among young people.

In simple terms, a freelancer is a person working without a long-term contract and hired to perform
just a specific type of work. Freelancing is considered a form of self-employment – a working
arrangement where one works for oneself. Self-employment is regarded as the most basic form of
entrepreneurship.

Some firms use these arrangements because it circumvents the traditional employer-employee
relationships, favouring the use of temporary independent contract workers. These engagements are
more convenient, less costly, and involve less risk than full-term employment. Freelancers do not
need to be provided with full-time jobs - and antecedent rights, office equipment, and consumables.
Employers also do not have to pay for downtime in case the skills and expertise are only required on
a project basis. For firms, it also liberates them from the constraints of their internal resource base.

Currently, Accra's burgeoning population, recorded to be growing at a staggering rate of 4.5% per
annum (2000 – 2010) - has piled pressure on the limited employment opportunities available to its
inhabitants. The capital's formal private sector employs only about 22% of the urban economy in the
Greater Accra region. With an unemployment-to-population ratio of about 30% in the country, new
tools and strategies must be adopted to fight unemployment.

Freelancing, a targeted subset of entrepreneurship might offer some opportunities to challenging
Ghana's stymieing unemployment issues.

FREELANCING AND THE INNOVATION-LED ECONOMY

The extreme volatility in today's business environment means that many businesses - big and small -
are leveraging new tools, technologies, and models to remain agile, and primed to take advantage of
emerging trends. Accordingly, this has contributed to the steady re-emergence of the use of
freelancers as a way to remain agile and innovative.

In our part of the world, and especially in a bustling metropolis like Accra, freelancing offers a
compelling opportunity for tackling unemployment. There is substantial evidence to suggest
that encouraging entrepreneurship activities can address unemployment. However, there is
still scope for research on the impact of freelancing as a tool for overcoming unemployment,
especially in light of the emerging internet-enabled platform economy.

Information and communication technologies have transformed the modern freelancer. Rather
than being seen as cheap substitutes to employees, they are now viewed as a self-employed
independent professional with a generally high intellectual potential and actively using modern
information, communication, and other technologies.

As of 2018, around half of the world's population had joined the internet. The emergence of the
internet gave people the power to access the world's information in an instant, to leverage
incredible powerful tools located around the globe, and to collaborate as teams distributed
remotely - enhancing the diffusion of knowledge and innovation. These trends set the stage for
the new creativity, knowledge, and innovation-based economy.

THE EXPANDED LABOUR POOL AND THE NEW AGE
FREELANCER

The emergence of digital freelancing platforms has also boosted the popularity of freelancing.
Freelance platforms such as Amazon, Mechanical Turk, Upwork, Fiverr, and Freelancer.com now
boast tens of millions of active users. And according to statistics, the use of platforms is growing
globally by more than 25 percent per year. Now firms can select from a global pool of global talent
to find the technical skills, and expertise that they require. The modern freelancer possesses
specific technical skills that they rent to the company. In a 2018 study, it was discovered that in
Russia,

The most in-demand freelance service was web programming (38.4%), followed by design (15.6%),
and then advertising and promotion (12.8%). This reflects the transition of freelancers into more
in-depth sources of more technical knowledge.

FREELANCING – A UNIQUE OPPORTUNITY FOR BUSINESS
AND SOCIETY

In a dynamic environment, powered by innovation and IT, being competitive requires agility. Firms
who respond faster to a rapidly changing business environment are better able to thrive. The
ability to generate new unique resources has become as key as having unique resources at the
outset, and such dynamic capabilities became a new key determinant of business performance.
For both freelancers and the companies that they work for, the freelance arrangements can have
diverse advantages.

For the firms it enables them to use greater specialisation of labour while avoiding the cost of
expensive downtime; freelancers can act as sources of and conduits for innovation and
entrepreneurship; the arrangement allows businesses to reduce entrepreneurial risk and some
challenges associated with business growth. However, there is a need to think through the exact
model for freelancing a firm wishes to adopt. Testing and experimentation will be key to finding a
strategy that works for your company. Freelancing might be the right tool you need to grow your
business.

At Carvin Clay, we assist businesses and organisations maximise the human potential available to
them. We understand that to remain competitive in the 21st century, employees are crucial, and
their experience is paramount. Through targeted advisory services, businesses we work with are
equipped with all the knowledge, tools, and expertise needed to ensure that they are performing
to the best of their abilities. Visit our page www.carvinclay.com to learn more about our services.



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MI L L E N N I A L S

THE IDEAL WORKFORCE FOR
THE NEW WORKPLACE

-Antonia Mensah

HR Consultant, CarvinClay

Millennials, also known as, Generation Y, are the new generation of workers in workplaces all over the

world. It is estimated that by 2050, over half of the global working population will consist of these
professionals born between 1980 and 1995. What this tells us is that in future, they will be a critical group
of people that businesses will have to recruit, motivate, engage and retain.

-A Unique Workforce- This is because while millennials are considered the most
available, they are the hardest generation of employees to
Their unique work ethic calls for a careful study of millennials engage. As a result, before Human Resource practitioners
in order to put them to optimal use. Research has revealed implement new methods and practices, it is important to
that the average millennial worker thinks, works and acts explore and understand the mind of the average millennial
differently compared with the generational workers of the worker and what makes them tick. This is to ensure that
past; the baby boomers (born between 1946 and 1964) and strategies that they are able to relate to are developed and
Gen X (born between 1965 and 1979). Studies into the traits, implemented. The three areas which I consider to be most
habits and values of these young workers project that the fundamental for us millennial workers which should be a
workplace as we know it now would have to undergo major priority for businesses across the world are; career
transformations to accommodate them. progression, work-life balance as well as reward and
recognition.
Indeed, the thinking behind prevailing practices within the
workplace will have to change to suit the way millennials -Progressing on the Career
work efficiently. Organisations will be faced with the Ladder-
challenges of reviewing their practices and overall
organisational culture in order to meet the expectations of As a millennial myself, one of the most important factors I
millennials. Most importantly, Organisations will also have consider when joining an organisation is whether there is
the task of making themselves attractive in order to not only opportunity for upward mobility. Many millennials seem to
attract and recruit, but retain these professionals. be on a race against time. They want career progression and
they want it fast. For the millennial, it is extremely
-Management and Millennials- important that in whatever role they find themselves, there
is room to grow and develop
It is undeniable that the practice of Human Resource
Management (HRM) has been hit the hardest with this Our minds are always thinking about the next thing; the
growing challenge due to its peculiar role within the next position, the next organisation; the next career. This is
organization. Many aspects of HRM will change in some often seen as one of the downsides to having a workforce
shape or form. These include, methods of recruitment, dominated by millennials. We are deemed disloyal and
reward and recognition, remote working policies and uncommitted to any company. Unlike Gen X workers, who
performance management. HR practitioners recognize this work in organisations for many years, sometimes in the
challenge and often refer to it as the double-edged sword. same positions, the average millennial seeks to stay in one
role for a maximin of 2 years then they begin to wonder,
what’s next?

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I have observed that some organisations have -Recognizing And Rewarding
succeeded in retaining millennials by providing
opportunities for them to communicate their goals, Good Performance-

expectations and dreams. This is very important Like their Gen X colleagues, reward and recognition
because it allows managers to understand their is equally important for millennials as generally,
aspirations and makes millennials feel that the employees are motivated by monetary incentives.
organisation cares about their development. In return, However, this matters more to millennials for a
they adopt positive attitudes towards the different reason. As mentioned before, work-life
organization.
balance matters a lot to millennials. In fact, they

Therefore, to be able to magnetise millennials to stay, are regarded as the generation that works hard but

organisations must be ready to implement policies play harder. In order to facilitate this lifestyle, the

that facilitate career growth and personal level of their disposable income becomes of

development. utmost priory for them. It is therefore very likely

that many millennials will move from one job to

-A Well-Balanced Work Life- another if the reward and incentives are better.
With regard to recognition, millennials want to feel

Past generational professionals such as Gen X are appreciated for the hard work that they do.

unique in their own way. They commute to work in the Typically, performance evaluation takes place

morning and work at their desks until 5pm when they quarterly based on which high performing

leave the office. This routine is repeated during the employees are rewarded or recognized. This

week. They are not inclined to think about work during doesn’t work for millennials.

the weekend until Monday morning. This is how they Personally, I appreciate it better when I am
ensure a healthy work-life balance. recognised instantly for good work done or great

However, millennials demand work-life balance from results from project that I’ve managed. I think

their employers as a matter of course. This is because immediate recognition for hard work generates the

they are never offline thus always available to attend momentum for one to continue to work at that

to very urgent work demands. They therefore consider level. Waiting months after something good has

it essential for organisations to ensure flexibility and been done can leave one feeling unappreciated

work-life balance within the workplace. This is very and overlooked. I think organisations need to bear

important in retaining millennial workers. Work-life these practices in mind when developing

balance doesn’t just include managing things between performance management structures and reward

home and the workplace, but also involves having initiatives. that with enhanced knowledge about

flexible work schedules. Remote working policies, things that attract and retain millennials

flexible annual leave policies, promoting healthy work organisations are now adopting them.

environments and limiting working hours are really Undoubtedly, the COVID-19 pandemic has
appreciated by millennials. They like the fact that compelled many organisations to change their
there is always the option to do things in a non-
traditional ways of working into something they
traditional way. were unenthusiastic about doing in the past. Since

The rationale behind this trait of millennials is the these are the very same practices that millennials

desire to be trusted and not micro-managed. They strongly bargained for, but were denied pre-

believe that working remotely is less stressful and COVID-19, it goes without saying that millennials

increases productivity. are the ideal workforce for the new workplace.



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HR mentoring aims to bring continually evolving new trends and changes in technology,

legislation, workforce demographics, economic conditions, among other things. It is therefore
highly essential that young HR practitioners acquire the knowledge and skills needed to keep up
with these emerging trends while obtaining guidance, direction, and support from experienced and
senior ones. It is against this backdrop that the HR Mentoring Programme was instituted in Ghana.
The programme is the brainchild of Irene Asare, a Global Business Executive, former Director of
Business Service and Human Resource of Tullow Oil, Ghana and currently the founder and CEO of
CarvinClay People Development, a leading-edge HR and People Practice Consultancy.
the idea of a mentoring programme came about after she had received several requests from
people for mentorship. Having been a product of a mentoring relationship that contributed to the
success of her career, Irene knew firsthand the positive impact that mentorship could have on the
professional development of people. In 2016, after winning the HR practitioner of the year by the
Institute of Human Resource Management Practitioners - Ghana (IHRMP), Irene found the perfect
opportunity to give back to the profession and impact meaningfully in the lives of young
professionals and this led to the birth of the HR Mentoring program

The HR Mentoring Programme aims at bringing together and providing a support system for young
HR practitioners across Ghana and equipping them with the requisite skills to function effectively
and efficiently in their roles.

It is a 12-month high impact capacity building programme that involves monthly group sessions with
a lead facilitator held at the CEIBS-Arica Campus, and a one-on-one mentoring session with assigned
mentors and Senior HR professionals. Participants are selected after rigorous screening and
interview process.

The maiden edition commenced in February 2018 which saw some 24 mentees successfully
graduating in March 2019. The programme is in its second year running and currently has 23
mentees, each assigned to a mentor. It is sponsored by CarvinClay People Development with
support from Tullow Oil, Ghana, IHRMP and CEIBS.

Here are the testimonies of three mentees currently enrolled in the programme.

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“LAWRENCIA YAA DZIFA ASARE is my name,

an HR professional with eight (8) years of experience. I
have a first degree in Development Communication, and
I am an Associate Member of the IHRMP. I currently
work as the Executive Assistant to the Managing
Director of Aviation Alliance, Delta Air Lines GSA, Ghana.
Being part of the Mentoring Programme has been of
enormous benefit as I’ve gained in-depth knowledge
and practical understanding of how to approach and
analyse HR related issue. It has also helped me expand my professional connections
which makes it easier to consult other professionals in situations where I need expert
advice.

"My name is JANET ADOLEY BOYE. I am a human

resource officer at Bunge Loders Croklaan Industries
Limited, and a graduate of the University of Ghana as well
as an associate member of the IHRMP, currently on Level 4.
I have nearly eight (8) years’ work experience and I am a
polyglot with proficiency in English, French and Spanish.

The HR Mentoring programme has positively impacted not
only my career but my personal life as well. Prior to joining,
I needed guidance in some aspects of HR specifically in
Employee Engagement and through expert advice and
tutelage from my mentor, I got the assistance needed. I have had the opportunity to
attend programmes with my mentor which has boosted my morale and I have become
a more confident person. Topics such as Talent Management and Data Analytics have
taught me the importance of Data and how to utilise it in my work as an HR
professional. The Mentoring Programme has been an eye-opener for us , letting us
know best practices in HR and I believe that this knowledge should not just sit with us
in our organisations . I intend to pass on the knowledge and skills gained from this
programme to others through writing HR related articles, getting involved in
programmes that speak to employees and employers on how human resource related
issues can be handled.’