Human Resources Training & Development Manager Vacancy.

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CIC Executive Monitoring and Evaluation Course.

THE CENTRE FOR INSTITUTIONAL COMPETITIVENESS

Proudly Offers to you and your organisation

A Training Course on Monitoring and Evaluation

MIKONO BUSINESS CONSULT | Ohio street | P. O. Box 77326, Dar es salaam, TZ
Telephone: +255717109362 | Fax: | Email: info@mikono.biz | Web: www.mikono.biz

HOW TO ANSWER INTERVIEW QUESTIONS.

Describe yourself to me in one word.

Sometimes job interviewers try to get inside your head. Why? Hiring you feels like a gamble to them.  Companies worry about who they're hiring. The person who hires you has a big stake in you doing well on the job.
Remember the 4 basic questions of every interview: Do you understand the job? Can you do the job? Will you do the job? Do you pose a risk to their own continued employment? You pose a real risk to their job if you don’t do well. (This is a prime reason why 30-60-90-day plans are such great interview tools—they answer all those questions VERY well.) The end result of all this is that they sometimes ask you weird interview questions like, “Describe yourself to me in one word.”
What would be your answer to such a question during an interview?
CLICK HERE to get tips on how to answer such tricky questions during an interview.

TurboFire: 90-Day Intense Cardio Conditioning & Interval Training Workout DVD Program.

TurboFire® is the intense 90-day cardio conditioning program that will help you get leaner with exercises that burn up to 9x more fat and calories than regular cardio. Getting started with your first TurboFire workout is easy. In the included Fire Starter Class, Chalene Johnson shows you the right form for every move you'll make. To help you get up to speed, TurboFire also includes two low-impact (but intense) workouts. Then, it will keep you moving with more than 20 smoking-hot music remixes through all 12 fat-sizzling classes. So forget the excuses. Forget the gym. Now the hottest fitness classes come to you.

What You'll Get with TurboFire (the number in each title designates the class length):

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The 11 DVD Set goes for Ksh. 3,000 
"TO GET YOUR HANDS ON THIS HOT DVD JUST LEAVE A COMMENT WITH YOUR CONTACTS OR EMAIL US AT (retaileastafrica@gmail.com)

eFINANCIAL CAREERS.

If you are searching for a job in the finance sector i.e Banking,Accounting and other financial careers just CLICK HERE  for access to jobs in finance all over the world.

MID CAREER MANAGEMENT TRAINEE AT KQ.

Job Description

The Client

Kenya Airways or popularly known as the Pride of Africa was established in February 1977 following the breakup of the East African Community and subsequent disbanding of the jointly-owned East African Airways. As Kenya’s flag carrier its head office is located in Embakasi, Nairobi, with its hub at Jomo Kenyatta International Airport.


The airline was wholly owned by the Government of Kenya until April 1995. It was later privatized in 1996, becoming the first African airline to successfully do so. Kenya Airways is currently a public-private partnership. The largest shareholder is the Government of Kenya (29.8. %), followed by KLM, which has a 26.73% stake in the company while the rest of the shares are held by private owners. Kenya Airways shares are traded in the Nairobi Stock Exchange, the Dar es Salaam Stock Exchange and the Uganda Securities Exchange.


From five domestic and 16 international destinations at the inception stage in 1977, Kenya Airways currently serves 57 cities in Asia, Africa and Europe. In July 2012, Kenya Airways added Eldoret and Kilimanjaro its destination network bringing the total number of Kenya Airways’ African destinations to 45.


In line with their mission and vision Kenya Airways’ actions, behaviours and attitudes at work are driven by safety, customer satisfaction and quality considerations.

Further information on Kenya Airways is available on the company’s website.


The Opportunity

Over the past 36 years Kenya Airways has successfully operated in the Kenyan and global market. Competing in a highly competitive environment, this innovative organization has pushed the boundaries to expand both its product range as well as its markets. Harnessing its global brands it has segmented the market and offers a range of products through well-established partnerships in the region.

Kenya Airways is looking to recruit dynamic, energetic, passionate and result oriented Mid-Career Management Trainees who will be responsible for overall efficient management of operational activities in specific areas ensuring effective and world class effective service delivery to customers (internal and external).

This program is ideal for individuals who can take up management and/or leadership positions within Kenya Airways. As part of the Mid-Career Management Development, there is an opportunity to potentially take up Country Manager or Area Manager Roles within the commercial arm of the organization’s operations.

During the 12 month programme, the successful applicants will be based either in Nairobi and/or in any of the stations in international destinations that Kenya Airways flies to.


The Mandate

The jobholder will ultimately be responsible for providing on the ground leadership to maintain and grow the company’s prominent regional market presence in line with Kenya Airways Ltd vision of attaining strong leadership positions across its markets.

The successful candidate will be responsible for efficient management of operational activities and ensuring the highest standards of service delivery.
Some of the key areas of responsibility will include:

• Team Leadership: Realising individual/team energy through effective team leadership empowering and developing others to deliver.


• Customer Service: Driving a customer service excellence culture.


• Operations Management: Efficient planning and management of resources to achieve cost effective service delivery.


• Change Management: Leading and managing projects /change initiatives to deliver operational strategies and initiatives.


• Governance and Compliance: Ensuring all operational activities are compliant to laid down legislative, industry or company policy/requirements.


• Financial Management: Efficient planning and managing of financial resources to achieve cost effective service delivery.


• Safety: Ensuring safe and secure working environment in compliance with legislative and industry requirements.


• Stakeholder Relationship Management: Pro-actively and effectively managing relationships with all stakeholders internal and external to positively influence service delivery with them.

The Criteria

Kenya Airways is an equal opportunity employer, and a diverse set of candidates is being sought for formal consideration. Working closely across various functions, the ideal candidate will be wholly responsible for providing on the ground leadership to maintain and grow our client’s prominent regional market presence in line with the organisation’s vision of strong leadership positions across categories and markets.


The Ideal Candidate will have the following experience and background:

• A Graduate with at least seven (7) years working experience with three (3) years in a Managerial role.
• MBA and/or other Postgraduate qualifications will be an added advantage.
• Excellent communication skills – both written and verbal.
• Complete familiarity with MS Office packages including Excel and PowerPoint.
• Proven track record of consistent, high performance with strong leadership qualities.
• Strong people management and development skills.
• Excellent operations management and business administration skills.
• Good analytical skills and decision making skills.
• High ethical standards-uncompromising business and personal ethics.
• ‘A doer’, not simply a strategist or theorist. Hands on and energetic in following through. Sees things to completion.
• Strong relationship management skills.
• Project management experience.
• Excellent negotiation skills.

Closing date

04/02/2013

Click here to apply online

SOMETHING ABOUT NAKUMATT HOLDINGS

You Need it, We’ve Got It!

A bustling retail outlet, Nakumatt boasts a chain of superstores in strategic locations delivering quality, value, service, variety and lifestyle that’s true to its marketing mantra — You Need it, We’ve Got It!

Nakumatt is committed to providing a variety of affordable quality brands as well as excellent and superior quality service to its customers. It prides itself on conforming to local and international laws, policies and regulations governing business. The company endeavours to build on developing skills in its employees and maintaining customer satisfaction through continuously understanding their needs, improving their lifestyles and delivering value.

Nakumatt has now expanded to the wider East African region with ultramodern supermarkets, raising the branch tally to 32 outlets. Nakumatt City Centre UTC Mall in Kigali, Rwanda and Nakumatt Uganda Limited is in keeping with its promise to extend its market reach. In addition it has opened doors to six of its new branches in Diani in Mombasa, Nanyuki, Kakamega, Eldoret, Langata and Kiambu.

Its passion for retail excellence has steered the provision of the largest variety and highest quality of local and international brands at reasonable and uniform prices in the region. These come with unmatched service by warm, friendly and always helpful staff, in a modern ambience of a pleasant shopping experience. Ample and secure parking and an exciting customer rewards programme for shoppers with the Nakumatt Smart Card continuously enhance lifestyles and deliver value.

A key element of Nakumatt is its customer focus and continual improvement. Nakumatt’s top management has given its commitment through a quality policy statement: “Nakumatt Holdings Limited is committed to providing a variety of affordable, quality brands as well as excellent and superior quality service to our customers”.

Nakumatt have distinguished themselves on a strategic differentiating aspect system that incorporates corporate governance and social investments. Its corporate governance is championed across the company and involves the directors, management and staff.

On the social investment front, a KSh150 million CSR budget has enabled Nakumatt to touch lives in the environmental, cultural, educational and health sectors.

On the other hand, in keeping with its environment and quality policy, Nakumatt’s stringent environment and quality policy and processes ensure that customers access products and goods that meet world environment and quality standards.

Nakumatt have always maintained a lead when it comes to novelty and re-inventing the wheel to provide a wholesome shopping experience for its customers. This is through 24-hour service in eight of its chain stores throughout the country. Nakumatt’s wide variety is legendary — the superstores stock a variety of more than 50,000 local and international products to cater for the more than 154 nationalities who shop with them.

The Nakumatt wedding registryis a small wonder that has brought about convenience. It ensures a couple receives gifts they really want to receive, thereby letting them plan their homestead with ease. Also the buyers know exactly what gift to purchase for the couple because the couple has already chosen them.

 

The celebrated Cybercash Card has provided exciting customer rewards in the Smart Card programme where shoppers enjoy various benefits. Shoppers enjoy a fully-paid-for insurance cover for one year, goods for value against points, discounts with service providers, random surprise birthday, off-peak-time double points and redemption of points for cash.

Then there is the Nakumatt Wine Club where shoppers enjoy benefits that include double smart points, discount offers on selected wines and spirits, invitations to exciting cocktails and wine-tasting events and educative information on wines.

Smart Newsmagazine is targeted at the well informed, intelligent and prudent smart shoppers who wish to get the best value for money and at the same time indulge in the good things in life.

They are regular, loyal customers who love to shop in an atmosphere that offers a great shopping experience. Target segments include businesspeople, housewives, children, teenagers, young adults, all of whom have realised the prudence of shopping not just to get basic necessities, but to add value to their money and their lifestyle.

The responsibility for managing the company at the top level rests with the Nakumatt Board of Directors, who meet regularly to provide corporate guidance and review operation strategies all geared towards providing excellent services to their customers.

Awards and Certifications

Nakumatt Holdings have, in keeping with global standards, bagged a string of internationally-recognised awards and certifications, confirming worldclass superiority.

Some of these include:
• The Price Waterhouse Coopers East Africa Most Respected Service Sector Award • Kenya Bureau of Standards ISO 9001:2000 Quality Management System • Planet Retail Global Ranking • East Africa Superbrand • GCR Credit-rating

Best of Kenya iinterviewed Nakumatt Managing Director Atul Shah. Excerpts:

Q: How old is Nakumatt and how would you describe the story ofthe supermarket so far?
A: Nakumatt was born out of Nakuru Mattresses. Nakumatt is short for Nakuru Mattresses. Nakuru Mattresses was registered in 1965. We took over the business in 1978 and we were only in Nakuru and Eldoret until 1987 when we set up a small store in Nairobi on Ukwala Street. Then it was known as Nakuru Mattresses, Nairobi. In 1991 we had our first branch.

This was the first so-called hypermarket or supermarket. It was small; only 4,500 square feet. This is what is Nakumatt Mega today and which is approximately 125,000 square feet. So, just like babies grow so has this store.

At the moment we have 28 stores in Kenya, three in Uganda and one in Rwanda. This year, we plans to put up one more in Rwanda, one in Uganda and at least four more in Kenya. So, six stores are planned to be operational this year.

Q: You haven’t mentioned Tanzania.
A: We will open our first store in Tanzania in June in Moshi. Why Moshi? Because development in Dar-es-Salaam was stopped, so if it gets underway again then we will have a branch in Dar next year. We will also have a branch in Arusha where we have already identified a site. Bujumbura is the next stop, then Juba.

Q: That’s rapid expansion.
A: No, that’s opportunity. Yes, we have gone through financial issues because of expanding too fast, but the cost of opportunity was higher. We had some financial issues but we have now recovered. The banks have supported us; one of the banks thought we were expanding too fast, but they did not reckon with the opportunity value. All the banks have realised the opportunity value that we espouse.

When a location is available, you don’t begin asking questions about when because the location is there and then. If you look at Nairobi, we have three circles; the CBD, then the middle circle where we have Nakumatt Mega, Nakumatt Junction and Westgate and the outer circle in which you find us in Embakasi, Galleria, Karen and Village Market. Kiambu Road is coming this year, and the new Thika, which is due next year. The three circles cover Nairobi very well; take any road out of Nairobi and you will find us.

Q: What would you attribute the success of Nakumatt to?
A: We are successful because Nakumatt is one big family. We have 4,700 people working with us in Kenya. We are all concerned about how Nakumatt can be even bigger and better. Everybody here, apart from a few professionals, has grown from, say, a shop attendant to become a manager, or a driver to become a manager, or a turn-boy to become a supervisor. Nakumatt is therefore something everybody is attached to; everybody looks at it as their own; to which they belong.

ourselves to, and adopt the requirements of our shoppers and given them the most attractive and cleanest environment in which to shop, in the right locations and everything that goes with customer requirements and satisfaction. We also appreciate that our customers have been very supportive. Our suppliers have also been very supportive because when we started looking for better-looking stuff and bar codes; when we demanded world class products and standards for goods and packaging; local manufacturers rose to the challenge and continue to give us world class quality.

Q: When you talk of 4,700 employees, that’s the number you employ directly?
A: That’s the number for Kenya. We are 5,000 as an East African family.

Q: How many suppliers could you be talking about?
A: The suppliers we deal with on an inand- out basis daily will be about 700. Out of these, we have supported about 150 suppliers from being cottage industries to significant manufacturers.

Q: Nakumatt stores are found mainly in shopping malls. That’s deliberate I think, what’s the reason for that?
A: Yes, our stores are in shopping malls. There is a lot to do in shopping malls and many people will be found in such places, but if we were stand-alone businesses perhaps there would be times when we would not have many shoppers. There is a lot to do in shopping malls for anybody and everybody to be there.

Q: Is location everything?
A: Ninety per cent of your work is done if you have the right location. If you stay in Karen, for example, you can shop at Nakumatt Junction, Nakumatt Karen, Nakumatt Prestige, Nakumatt Mega, Nakumatt Galleria; you have a choice depending where you are, going or coming from.

Q: Looking at your investment across East Africa, how much money are you talking about? Are you getting a return on your investments?
A: The returns on setting up a good hypermarket is about eight years; the returns on setting up a supermarket would be about six years; to set up a convenient store, like UKay, would be between three and four years. So it depends on the class of supermarket you go for, but, of course, we are going for a mixture of all three.

Of course, the 24-hour stores have been very successful, because congestion in Nairobi and the pressure of time led us to think about convenient shopping hours. This would have meant staying open up to midnight or 2 o’clock, but then there are issues of unavailability of public transport to take staff at home at that time of the night.

So we opted for 24-hour shopping. Our busiest time is between 9 pm to 1 am. This is the biggest basket value time. Families come to shop at this time. They have time on their hands; there is no pressure on them; there is no work; there is no traffic, there is no congestion. Twenty-four hour shopping has helped bring families together.

Previously we would close our stores at 8.30 pm and there would be many customers at the doors pleading to be allowed in because they were held up in traffic. So we made a deliberate decision to alleviate the suffering of our customers because traffic snarl-ups and congestion are not their fault. We are happy to note that the government is tackling infrastructure to make mobility easy.

"originally from Proudly African"

WALMART TO VENTURE INTO THE RAPID GROWING KENYAN RETAIL MARKET.

The global retail chain Walmart is planning to venture into the rapid growing Kenyan retail market by 2014 through its  South-African subsidiary Massmart.

Massmart is 51% owned by US-based Walmart,and has already reserved some space in the Garden City shopping mall on Thika Rd in Nairobi , whose construction began sometime in december last year and is to be completed by May 2014.

Through Massmart walmart,will be competing with major Kenyan retail markets i.e Nakumatt,Uchumi,Tuskys and many others.Our retail markets will be hit hard by the opening of massmart (walmarts subsidiary) because due to their size & wealth walmart will be able to source products cheaply and sell them at lower prices compared to our local retail markets and this will be a major catastrophe because our major retail markets will be struggling to survive.

HOW TO GET AN AWESOME INTERNSHIP.

There are a jazillion websites, blog posts, articles, books, seminars and YouTube videos on how to land an internship.

Chances are, you’ve read or heard 98 percent of this advice before: edit and proofread your resumes and cover letters, clean up your social media accounts, dress appropriately for an interview, be 15 minutes early to an interview, send thank you notes, don’t be too shy, find a way to stand out, look people in the eye, have a firm handshake, build your network. I don’t want to dismiss this advice, but I would call it common sense. Job applicants who aren’t doing these things are little leaguers trying to get an invite to the Olympic trials. If you’re in your twenties and this is new information, a really good article to read is here.

A lot of people tell you how to get a gig, but not the gig. Unlike jobs, internships (in general) are fairly easy to land, because some small shop in some small town or suburb will let you work for them for free. As a consequence, all internships are not created equal. Some internships, unlike the humdrum nobody-knows company internships, are the golden ticket that take you up the glass elevator to the economic penthouse, getting interns a substantial starting salary position come graduation, which means security and not having to live with their parents- every soon-to-be and recent college graduate’s dream.

How do candidates get THOSE internships? With such a high application volume, and having all the crème candidates all applying to their shop, how does anyone stand out? What makes them pick a resume out of the pile?

I asked three jackpot companies what it takes to be an intern. I interviewed intern managers from Linkedin, mtvU and Facebook to get the juice on how to score an internship at some of the most famous and influential companies in the world. Here’s what they had to say:

Internship gives you the experience required for success

1.    Do your Research

This is advice that I would also put in the common sense file, but my sources mentioned this as a common mistake, I’m going to write it.

Spending 20-30 minutes looking at a company’s website is not research. That’s skimming the material before a test when you haven’t bothered to go to lecture in awhile.

“The first question I always ask is, ‘How much do you know about mtvU?’” says Jordana Cohen, manager of mtvU Marketing and Distribution. “I’m shocked candidates will answer, “I don’t know anything” or tell me about their favorite MTV shows. “

MtvU produces original content, independent from MTV and reaches nearly 9 million students over 750 college campuses nationwide. They have a website, mtvU.com that gives access to everyone who may not have the channel.

Research includes not only the company and its products, but the business itself. Who are the major league companies and who are the minor league companies? What are they known for? How are they doing in the stock market? Have they been in the news lately? If yes, then why? What sort of people work there? What are their backgrounds? What are their products? What product is most popular? Which is the least popular? If people are writing about those products, what are they praising and what are they criticizing?

Potential interns who get noticed in an interview or on the job are the ones who have an opinion- they aren’t afraid to speak up, give input and contribute to brainstorming sessions. But in order to have effective and credible input, one has to put in the time and do the research.

These are the questions you should know the answers to, not word vomiting a mission statement or telling them how much you love The Real World.

2.    Use and know the product  

I like to think I’m the brightest bulb in the tanning bed as much as the next girl, but I hope I’m not the only person who thinks this is painfully obvious. But as my dad used to say, “Some people need 8 x 10, color glossy photos with paragraphs and arrows on the back.”

There are certain things you can wing in an application or in an interview. But being unfamiliar with the product, web site, whatever your dream company’s schtick is, is fatal- because they’ll know.

“We can generally tell when they really love Linkedin, we see them being proactive, sending inmails, Linkedin groups,” explains Doris Tong, University Relations manager, aka the intern manager. “They’ll share insight and knowledge, they’ll have stories about how Linkedin has helped them in their career and lives as students, how they’ve benefited, how they’ve used our product, connected with alums, etc.”

Tong also told me a story about how an intern candidate for their mobile app went on and on in his application and interview about how much he loved creating apps. When she asked what he thought of Linkedin’s mobile app, he said he didn’t know because he hadn’t downloaded it.The light bulb flickers on sooner for some than others, I guess.

Most interviewers are bound to ask you why you want the internship. Answers like “I love procrastinating on Facebook,” “I’m the next Mark Zuckerburg,” “I want to hang out with celebrities at the MTV events” or “I’ve heard so many good things about Linkedin,” are like eating dessert for dinner. It seems like a good idea at the time but it won’t satisfy the interviewer or your metabolism.

“The most successful answers to the question “why Facebook?” are things you’d really like to change about Facebook – whether it’s a feature you wish existed, or a bug you’d like to fix, or just a design you think we got wrong,” says Jocelyn Goldfein, a Director of Engineering at Facebook. “ If you get an internship at Facebook, you get the same access to the source code that all of our full-time engineers do. We want to hire people who’ll use that access to make a big, positive impact.”

3.    See the Big Picture 

The single most important thing about seeing the big picture is to know where you stand in it.

In the process of researching your desired business, the companies within that business, companies’ individual products and the internship you want, you start aligning what you have with what they have, what you want with what they want, and begin to figure out which company’s shoes you believe will fit you best.

Once you have done that, you can break down to an interviewer what you’ve done, and demonstrate the qualities you possess that go hand-in hand with the company. Because during the application process your job is to illustrate what you can do for the company, and why you’re the best choice. And in order to effectively do that you have to know a great deal about the company, a great deal about their products, and have an unwavering belief in yourself and your abilities.

“Prepare an answer to the question, ‘what makes you stand out?’ that actually makes you stand out. One candidate, who I hired, talked about how he loved how mtvU gives opportunities to students to launch their career goals in a different way than his university did,” says Cohen. “We loved that he understood, on his own, the big picture of how and why we partner with universities, and that was a big factor in him getting the position.

4.    Passion Beats GPA   

Many candidates see passion as giving fiery speeches or being a huge fan. To an extent that’s part of it. But college students don’t get an internship at Google because they Google everything.  Infusing passion into employment requires the passion to manifest itself during spare time. What does that mean? It means an applicant would do their job even if they weren’t paid to do it, and it becomes a part of everything else they do.

“For example, an engineer who builds applications and tools in their spare time,” says Tong. “If they like playing guitar, they’re creating an app to help them practice guitar, they’re integrating app building into their other interests.”

How do you showcase this in your resume and/or cover letter?

“Highlight your side projects! This shows you have a passion for making things, not just going through the motions. If you’ve written an app, built a site, or contributed to open source, make that front and center on your resume,” says Goldfein. “A resume with nothing but coursework is not going to get picked up. You have to have something extra that shows you have real passion for a career in software, not just taking classes. Those are your work experience and side projects.

                                                                                                                         By FRANCES BRIDGES

                                                                                                                                                    (Forbes)