The impact of human capital management on operational performance at the gambia national water and
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- 4.6.7 Career development
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4.6.6 Communication In describing communication in and around the Company, the interviewees expressed concerns that this needs to be improved. The general view is that top-down information within the Company is recommendable but sometimes serious communication lapses do occur. As a management practice and for security reasons, information is segmented for its various users. But bottom-up communication is non-existent giving room for grape vines. Communication with the public is also very vital and this so far is inadequate. Some of the interviewees attributed the ineffectiveness of internal communication to the level of illiteracy among employees and the absence of an intranet facility. 59 4.6.7 Career development When asked how staff development was practised in NAWEC and the availability of a career development plan, almost all the interviewees said there is no documented career development plan in NAWEC. As a result, training and development does not reflect corporate objectives. Staff are allowed to choose their own programs whether the program is relevant to the job the person is doing or not. Even though there is a training committee in place, there is no training needs assessment to identify the required skills gaps to be addressed for any particular job. Some of these top officials interviewed felt that there was not much job security that would warrant or support career development and that is why some of these officials are rather not bothered with it. The general consensus is that staff are being developed despite budgetary constraints but these need to be documented and properly aligned with corporate objectives otherwise training for the larger market. 4.6.8 Retention Schemes Asked about the retention schemes in place, interviewees explained that apart from compensating to attract talent, NAWEC Management is cognisant of the fact that in- order to maintain the institutions memory, certain key staff must be retained. As such, a lot of schemes are in place to retain staff. These are; the medical scheme, vehicle and building Loan schemes, educational support scheme and various relational benefits. Unfortunately, the schemes are not practiced professionally and systematically but on adhoc basis and individual cases. None the less, these retention schemes do add value to the lives of the employees and thus has reduced staff turnover since its introduction. |