DHR 304:MAINTAINANCE OF HUMAN RESOURCES

D33/0439/2019
MOHAMED LIBAN MOHAMUD
INDIVIDUAL ASSIGNMENTS

1. TAKE AWAY TEST

Required;

1) Illustrate how health and safety concerns among potential employees and those on
service might have led the decline in supply of labour in the country? Give evidence
from the case to support your position.

 Employees may have concerns about the health and safety and wellness in their current jobs and
may choose to pursue career changes or going into business themselves. For example if a
company has a reputation of poor health and safety practices, potential employees may be
deterred by the perceived risk of working there. This could lead to a decline in supply of labour.
 Many jobs in the leisure and hospitality and manufacturing sectors need to be done in person and
face-to-face and this maybe less appealing to potential employees due to health and safety
concerns. In face-to-face the employees would be exposed to unsafe working conditions or are
frequently injured on the job. This may lead to a decline in supply of labour in these industries.
 Workers are unwilling to return to industries that experienced severe lockdowns during the
pandemic possibly due to concerns about their health and safety. This could lead to a decline in
supply of labour in these industries.
 The expansion of remote work opportunities in other industries may make term more attractive to
potential employees. This helps to eliminate risk of being injured on the job or unsafe working
conditions. Leading to a decline in the supply of labour in industries that require in person work
Overall, the evidence from the case suggests that health and safety concerns have played a significant
role in the country's labour supply decline. Companies that prioritize employee health and safety may
be more likely to attract and retain a stable workforce.

2) Assume the above scenario is in Kenya, explain the ways in which employers would use
diversity as a tool to attract and retain talented employees?

 Increasing diversity in the workplace can make the company more attractive to a wider pool of
job candidates, as it demonstrates that the company values and respects diversity.
 A diverse workforce can bring a range of perspectives and experiences to problem-solving and
decision-making, leading to more innovative and effective solutions.
 A diverse workplace can foster a more inclusive and welcoming culture, which can lead to higher
levels of employee satisfaction and retention.
 Companies with diverse leadership teams may be seen as more forward-thinking and progressive,
making them more attractive to job candidates.
 A diverse workforce can help a company better understand and serve its diverse customer base.
 Offering employee resource groups (ERGs) for underrepresented groups can provide a sense of
community and support for employees, leading to higher retention rates.
 Implementing diversity and inclusion training for all employees can help create a more inclusive
workplace culture in Kenya
 Establishing diversity goals and metrics can show a commitment to diversity and inclusion, and
help track progress towards these goals.
 Offering flexible work arrangements, such as telecommuting or flexible schedules, can help
attract and retain diverse talent.
 Providing resources and support for employees to continue their education or training can help
retain diverse talent.
 Implementing diversity and inclusion initiatives, such as diversity recruitment efforts or
mentorship programs, can help attract and retain diverse talent.
 Partnering with organizations that support diversity and inclusion can help attract and retain
diverse talent. Overall, these strategies can help attract and retain talented employees who value
diversity and inclusion.

CASE STUDY

a) Highlight and give evidence in each of the above 7 scenarios, the attractions given to
staff to retain them in service.
In the first scenario, accounting firm KPMG is offering automatic 401(k) contributions of up to 8
percent of a worker's pay, a 10 percent reduction in health care premiums for 2022 with added health
care advocacy services, 12 weeks of paid parental leave, additional paid caregiver leave and new
caregiver concierge programs, and an expanded employee recognition program as enhancements to its
benefits programs.
In the second scenario, investment bank Goldman Sachs is increasing its retirement fund matching
contributions for US employees to 6 percent of total compensation, or 8 percent for employees
making $125,000 a year or less, eliminating the one-year waiting period before matching employee
contributions, and introducing six weeks of unpaid sabbatical for employees with at least 15 years at
the firm. It is also offering 20 days of paid leave for pregnancy loss (including spouses), 20 days
bereavement leave for the loss of an immediate family member, and five days paid leave for the loss
of a non-immediate family member.
In the third scenario, HR consultancy Mercer's 2021 Inside Employees' Minds survey report found
that the COVID-19 pandemic caused front-line, low-wage, minority and lower-level employees to
consider leaving their employers at rates significantly higher than historical norms. Employers are
advised to focus on enhancing the economic stability of their workforce and making front-line hourly
jobs more attractive by considering pay and benefits such as affordable health care and resources to
enhance financial wellness.
In the fourth scenario, the Society for Human Resource Management's research found that among
human resource professionals who reported higher or much higher turnover in the past six months, 42
percent have implemented new or additional remote-work or flexibility options, 32 percent have
implemented new or additional employee referral bonuses, and 28 percent have introduced new or
additional merit increases as ways to reduce turnover.
In the fifth scenario, according to Randstad's Next Normal survey, 24 percent of 1,227 US
respondents said flexible work hours are the most important work benefit, while 20 percent consider
child care benefits their top priority.
In the sixth scenario, according to research from staffing firm Robert Half, 41 percent of 2,800 senior
managers polled in June were giving employees the ability to choose when they work and 27 percent
of those managers do not mind if their direct reports put in fewer than 40 hours a week as long as the
job gets done. However, 72 percent of 1,000 workers surveyed in August said they need at least eight
hours a day to get their job done, and 48 percent never completely disconnect from work during
business hours and feel obligated to respond to messages and requests immediately, even during
breaks.
In the seventh scenario, employees are seeking higher wages, better benefits, and more flexible
working conditions from their new or current employers. Evidence suggests that wages are a
particularly important issue for job seekers, as searches on the Indeed job listing network reportedly
increased for companies like Amazon, Chipotle, and Bank of America after they announced increases
to their minimum wages. Additionally, workers are considering whether their job is worth it for the
pay they receive, and employers are limited in how much they can raise wages. As a result, employees
are also seeking more flexible work arrangements and better work/life balance. These could be
considered attractions given to staff in order to retain them in service.

b) Are Kenya business firms in similar industries experiencing the same challenges? If
yes,explain,giving examples the measures that they are taking to retain staff?