HRH Retention in Tanzania Deployment Status for FY

HRH Retention in Tanzania Deployment Status for FY 2014/15 Dr. Gowelle

“You can’t expect people to be committed, to be loyal to an organization, to be engaged in an organization, [or] to want to stay in an organization if the company doesn’t care about them. ” -David Sirota

HRH Tanzania Mainland Status Tanzania has and still is addressing the aspect of attraction and retention within its Five Year HRH Strategic Plan 2014 -2019 which is already endorsed for implementation. The plan comprise of 6 strategic objectives which focuses on key HRH issues. The attraction and retention is well addressed in the HRH Management and Utilisation whereby various strategies are outlined for implementations.

Retention Status. . The attrition is still a major problem in the sense that the rate of reporting for the new employees is a bit encouraging. The assessment shows that for those who report, their rate of retention is higher up to 85%, the same applies to the working staff who have been working for years.

Retention Status… HRH Tracking exercise 2014/15 indicated Ø Original Posts 8345(2013/14) Ø Posted Staff 9735(2014/15) Reported new staff were 85%(8312) of the posted 92% (7730)of the reported new staff were available 15% (1423)of the posted staff did not report at all Only 7%(872) of the reported staff left

Retention Status…. Sn HRH 1 2 3 4 5 Posted Reported Not reported at all Reported and available Reported and left Total Staff Percent (%) 9, 735 100% 85% 8, 312 1423 7, 730 872 3/12/2021 15% 92% 7% 6

Staff reporting rate by zone Zone Posted Reported Not Reported Eastern Zone Northern Zone 733 1599 95% 87% 1. 0 1. 3 Western Zone Southern Highlands Zone Lake Zone South West Central Zone 1571 540 87% 82% 1. 1 0. 5 1285 1764 1149 1094 99% 82% 76% Total 9735 85% 1. 3 1. 4 0. 8 2. 8 1. 2%

% of staff who reported

# of staff did not report at all

Why do employees leave?

Top Reasons Employees Leave Delays to clear their claims like subsistence allowance, moving costs and late incorporation into payroll Poor duty station working environment such as no water, electricity, communications, network for mobile phones. Poor infrastructure especially un-availability of staff houses and roads Lack of essential social services Accessibility to financial institutions Poor management support Availability of green pasture in other places like NGO’s and private organizations PASADA, AMREF, and TACAIDS where they found more benefits. Social and family reasons such as marriage, Preference to work near to place of domicile

Why do employees don’t report and some report and leave?

Factors that made the staff not to report/report and leave ( out of 56 HS) Sn Motivating Factor 1 Poor Working environment (availability of Scores in % 16 houses, availability of working equipments, essential social services 2 Delay in inclusion on Salary payroll and 5 get paid quickly 3 Delay in payments of personal effect 5

Factors ……. . Sn Motivating Factor Scores in % 4 New Green Pasture Job 5 5 Fake certificate 4 6 Incompetence of work 1 7 Double allocation 7 8 Futher Studies 2 9 Spouse and family reason 4

Gv. T strategies for maintain attraction and retention within the HRH Strategic Plan includes ØRedressing rural urban disparity through relocation of HWs to ensure equity in the distribution of HWs ØBuilding of houses for HWs in the rural areas. ØInstitutionalise mentoring and coaching practices and orientation of the workplace to newly recruited HWs ØEstablishment and implementation of systems for promotion and career development. ØProvision of localised incentives.

Conclusion Employees are the heart and soul of an organization (Ortega, 2006). Employee turnover is costly for an organization (Mitchell, Holtom, Lee, Sablynski & Erez, 2001) Finding suitable replacements for key employees is difficult (Waschek, Esfeld & Werner, 2011) Low employee turnover leads to outstanding performance of an organization (Buildings, 2005).

References Adler, H. (2007). Key leader characteristics. Leadership Excellence, 24(12), 5 -5. Retrieved from http: //search/proquest. com/docview/204507836 Bhasin, R. (2000). Why good people leave. Pulp & Paper, 74(11), 31 -31. Retrieved from http: //search. proquest. com/docview/209812543? accountid=4117 Executive, 16(5), 34 -34, 37. Retrieved from http: //search. proquest. com/docview/212578183? accountid=4117 Mitchell, T. , Holtom, B. , Lee, T. , Sablynski, C. , & Erez, M. (2001). Why people stay: Using job embeddedness to predict voluntary turnover. The Academy of Management Jornal, 44(6), 1102 -1121. Retrieved from http: //www. jstor. org/stable/3069391 Ortega, D. (2006). Value-added employee programs can help recruitment efforts. Managed Healthcare The secrets of employee retention. (2005). Buildings, 99(8), 30 -32. Retrieved from http: //search. proquest. com/docview/210292412? accountid=4117 Waschek, M. , Esfeld, M. & Werner, R. (2011, March). Why employees leave. Croplife, 174(3), 11. DOI: Pro. Quest Welch, J. (2008). Why people leave. Leadership Excellence, 25(7), 20 -20. Retrieved from http: //search. proquest. com/docview/204618251? accountid=4117