march 2019 edition alhrp...
TRANSCRIPT
ALHRP Newsletter
What We Do:
1 Strive to Develop Local HR Practices to Global standard.
2 Build the Capacity of HR Practitioners.
3 Promote National HR Networking.
4 Support Career Development for Students.
5 Facilitate in-depth understanding of Labor Laws & Practices).
6 Advocacy for decent work environment
7 Conduct Research.
8 Support Institutional Capacity Building.
March 2019
March 2019 Edition
Inside This Issue
1 Message from the President
2 Meet and Mingles
3 Capacity Building
4 Why Join ALHRP?
5 HR professional Highlight
6 HR, from a dark corner to light
7 How do I tell if I'm doing well in
a job interview?
8 Unemployment and Spirituality
9 HR Team profile
10 Volunteerism
Contact us:
2 Website: Alhrp.org ( under construction)
3 Mobile +231886540460 or +777510731 or +231886694455
I am pleased to introduce the March 2019 issue of the Association of Liberian Human Resources
Professional (ALHRP) newsletter.
The purpose of this newsletter is to communicate important em-
ployment related information to the ALHRP such as industry
news updates, members spotlight, policy or legal changes, use-
ful HR tips, etc.
HR management and professionals are often taken as an after-
thought and my dream has always been to see a vibrant, more
respected, resourced profession.
We started this journey in 2013 and while it has been a
challenging but exciting experience trying to get the Association up and running and I am pleased
to say that at this point, we are finally gaining some traction.
With now more than 200 confirmed members, we can boast of having professionals across several
sectors in the country and have been able to not only formalize a lot of the legal documentations
needed to ensure we are legally recognized, but have been able to leverage out networks to sup-
port our members with job placement, coaching, mentoring and have successfully conducted sev-
eral capacity building trainings for both members and non-members over the last 2 years.
We are looking forward to doing more with our members and intend to use the rest of the year to
beef up membership, conduct much more needed practical HR trainings as well as impact key la-
bor legislations that are pending with the Government.
Thanks to everyone who have joined us over the years and been supportive. Together, we can in-
deed lift the profile of our noble profession.
We are open to suggestions on ways to improve and the build the association and know that “one
hand cant braid mat”. Please feel free to call me or email me at [email protected] or
[email protected] or call ( +231) 886 540 640)
Yours Sincerely,
Jonah S. Kotee– President
ALHRP NEWSLETTER PAGE 1 Message From The
Jonah S. Kotee– President (ALHRP)
The Association of Liberia Human Resources (ALHRP), was founded in 2013 by a group of HR Professionals with a
passion for the field of Human Resources. These founding members saw the need for a national organization to repre-
sent the Human Resources Professionals in Liberia and to instill standards and control across the industry. ALHRP is
the only Human Resources Professional body that is registered and accredited established in Liberia with membership
across several sectors.
OUR MISSION Establish and sustain partnerships with human resource professionals, media, governments, non-governmental organi-
zations, businesses and academic institutions to address people management challenges that persuade the effective-
ness and sustainability of their organizations and communities.
OUR VISION ALHRP envisions being the leading professional body on shaping, developing, directing and managing the Liberian
workforce.
GOAL Our goal is to provide continued professional development opportunities,
Promote national networking, Partner with other international bodies. Generally advance the interests of a profession
they recognized as being in evolution in Liberia.
Our Executive Structure:
Mr. Jonah S. Kotee—President /Secretary to Board
Madam Brenda Moore— VP Membership & Marketing
Madam Klade Neufville – VP for Training and Professional De-
velopment
Mr. Kelvin Fallah—VP for College and University Education
Mr. Varnnie Sekula –VP for Legislative Affairs
Mr. Sam Duo– VP for Grievance and Ethics
Madam Andrea Danso– VP for Administration
Christopher Hanford- Executive Member
ALHRP NEWSLETTER PAGE 2 Background on the
Board members Hon. Stanley S. Ford - Board Chair
Hon. T. Nelson Williams— Board members
Madam Vida Mensa– Board Member
Cllr. Tiawon Gongloe—Board Member
Mr. Jonah Soe Kotee– Secretary to the Board
ALHRP NEWSLETTER PAGE Meet and Mingle-Monrovia
Decent work Act Train-
As part of ALHRP membership outreach program, a Meet and Mingle was organized in Monrovia to con-
nect with all HR Professionals, share notes, share ALHRP strategic priorities and solicitant of ideas on
how we continue to set standards in the HR industry, work with the Ministry of Labor and relevant nation-
al stakeholders to ensure HR have a seat at the table. Below are some photos:
Partial views HRs
Klade, VP for Training and Development makes remarks Oxfam HR and Sunu Insurance compare notes
Sam, VP for Grievance and Ethics with HR from
APM Terminals, PIH, and SUNU Insurance
Brenda, VP for membership connects with new member
As part of ALHRP membership outreach program, the President travelled to Harper, Maryland County to
meet with HR Professionals. The meeting attracted HR professionals from Maryland Oil Palm ( MOPP),
Cavalla Rubber Corporation (CRC), Tubman University HR Professionals, the Liberia National Police HR,
County Health Team, the JJ Dosen HR Team and Partners in Health HR. I also travelled down to both the
plantations of MOPP and CRS through the arrangement of Lawrence Tozay ( HR Manager for both com-
panies) and his team to meet the MDs and explained our platform and partnership for future management
and Health and safety training
It was an opportunity to shed light on the historical pathway of ALHRP and how we all can work under one
umbrella to have a positive change of the HR community, to advocate on people management issues, con-
duct trainings, share best practices, and provide support. During the meeting , the annual plan for FY2019
was discussed to keep the team au courante with the strategic priorities of ALHRP. Below are some pho-
tos from the meeting.
ALHRP Meet and Mingle-Harper
Kelvin, HR Head at Tubman University and
Jonah
HR from Tubman University, MOPP, CRC, LNP, CHT, JJD Hospital, etc
ALHRP NEWSLETTER PAGE 4 Trainings
Decent work Act Train-
Part of our strategy is to build the needed skills of Human Resource Professionals in Liberia; thereby
filling the gaps in some hard to find skills. In so doing, ALHRP partnered with the Pricewaterhouse-
Coopers (PwC) to run a three day Compensation and Benefit Training that would broaden the under-
standing Human Resource Professionals and as well sharpen their skills. ALHRP presented one part of
the training whilst PwC presented the remaining technical sessions. Partial views are seen below.
WHY JOIN ALHRP PAGE 5
ALHRP is a membership based or- ganization and we
offer a range of membership types and services that are designed for all levels:
Professional Membership, General Member, Associate Member, Affiliate Member, Student Membership
Corporate membership
Benefits of being a member:
By coming along to an ALHRP networking opportunity, such as a conference, special event, short course, or a local area meeting run by
an ALHRP council or network, you are mixing with peers that are as motivated as you are about HR. ALHRP holds events and courses in
broad-based HR and business subjects as well as in niche topic areas - so attending gives you the ability to learn something new, meet
people that face the same challenges as you, present your stories and case studies to one other, as well as have a good time! Of course
there are many more reasons why joining ALHRP is the right thing to do for people working in HR and people management. Our mem-
bership team is happy to take your call and help you to make the right decision.
As a registered member, you will get regular support through our HR platform, access to tons of customized templates that you can easi-
ly use in your office; increase your network of HR professionals; bring you closer to the table at your work places; benefit from all annual-
ly training on a discounted rate; get strong support in finding job; be part of the HR transformation in Liberia; be a torchbearer for HR and
many more valuable benefits.
Membership fees (annual):
Professional Membership U$100 General Member U$75 Associate Member U$50 Affiliate Member $50 Student Membership: 25 International Corporate membership $500 National Business/organization membership –$200 Additional benefit:
ID card First priority for access to capacity development opportunities Job Placement Access to HR forms and databases Coach and on-site support Payment methods:
We can pick up your payment (will issue official receipt) Or you can make a deposit into our account and submit a bank deposit slip.
Banking details
ALHRP GT Bank a/c no. 203-314743-2-1-0 Membership link:
https://docs.google.com/forms/d/16FSFN-QyVv2E5pgsvqAOxbfZF6sgPd3Bx-P4tdeZUqA/edit
Information On Membership
From A Dark Office Corner to Light: The Transformation of HR in Liberia
By Mr. Jonah Soe Kotee-President, ALHRP.
The general past of Personnel Management isn’t as candid as we may think. I could be pardoned for being pretentious that Human Resource
Management is so unavoidable and vital that there couldn't possibly have been a period when organizations, in general, were overseen without human resource department- I might not be right. On the worldwide stage, the world figured out how to overcome an unindustrialized and a power-driven uprising without Human Resource, in today’s phraseology, “creating values for an organization”
Likewise, decades back in Liberia in the bureaucratic setting a few managements saw as a proficient capital punishment or demotion to send some staff to work in the personnel management department. The department was located to the darkest side or the "ass" part of the building where the functional work done was essentially documenting and record keeping; hiring and terminating; an office with no PC; and an office where sometimes there were drops of rainwater from the rooftop and contained by a pail placed in the middle of the office; that was the personnel section in a simple description-personnel Management Department decades ago in Liberia was really not a thing in any way.
What has transformed so far in Liberia? Transformations have taken place in the sector in Liberia. First, the acumen of the functions of person-nel management lived in the systemic bloodlines of many public and private institutions across Liberia until in recent times when a sweeping revolu-tion in Human resource across the world extended to Liberia and hit the HR iceberg leading successively to many transformations in the public and private sectors and later the Civil Service Agency taking ownership of the reform for the public sector; whilst private institutions continue with inter-mittent Human resource configuration to optimize their businesses.
Secondly, after the civil war in Liberia, there were massive changes in the demographics of the Liberian workforce and workplace. There was a need for a more competent workforce and new innovations in the HR industry, for a more professional and depoliticized Civil Service. International organizations magneting to Liberia to provide support were spectators of the transformation from personnel management to HR management glob-ally and thought to introduce similar new systems to Liberia to enable CSA to meet their deliverables and become more accountable and successful in their work. All we wanted at the time as a Country was development and humanitarian assistance to strengthen all sectors; without rationalizing how the new HR ingresses from these international organizations would have changed our world of work.
As international organizations continued to hurry to Liberia to provide assistance, some of them soon established themselves into sectoral groups to compare HR and Administrative practices. Example: INGOs in the education sector, INGOs in Health sectors, INGOs in Agriculture Sector, etc. and later a larger network called Liberia International Non-governmental organizations (LINGO) was established- which greatly impacted the trans-formation of personnel management to Human Resource management systems. LINGO organizations, by global practices, censured “personnel Management” during their recruitment processes by taking on Human Resource Management title and aligning to new systems, innovations in HR practices and trained Liberian technicians to manage the systems.
The third argument that brought personnel management from darkness to light push from the donor community-aid for reform programs. Realizing the global transformations and innovations from personnel management to HR and how important the transformations were in running a functional Civil Service Agency, the donor community invested in supporting the Civil Service Reform Strategy- “Smaller Government, Better Service” (2008 – 2011) with the reform goals of “creating a competent government public sector workforce that will be responsive, effective, and efficient in achieving the national development agenda of reconciliation, poverty alleviation, and making progress towards the achievement of the Millennium Develop-ment Goals”; personnel management did not accommodate those new HR innovations.
Fourth, there were a lot of investments in the CSA reforms by donors (USAID, DFID, World Bank, etc.) process which also provoked other support in HR Professional Development at The Liberia Institute of Public Administration management (LIPA). These moves by donor organizations gave some relevance to the Human Resource in the Public sector even though HR functions are still limited due to political undertone-but at least the transforming is gradually taking place.
Fifth, Corporate organizations had to adjust to the new HR innovations and transformation that provided more alignment with their businesses; they, therefore, reconstruct their departments in alignment with HR transformations. Example: Department of Human Capital, Department of Human Resources, Department of Talent Management, etc; SAP HR Operator, Oracle HR Administrator, etc. All these did not exist a decade ago under the personnel management system.
And lastly, a group of dedicated Human Resource professionals from a dissimilar professional background working with international organizations saw the need to sustain the transformation and established the Association of Liberian Human Resource Professionals (ALHRP) aimed at network-ing, providing training in Human Resource Management, and making Human Resource Management an academic discipline in Liberia. The group emerged as a voice to lead the change in the Human Resource Industry in Liberia. The Association regularly brings together HR professionals from the public and private sectors, advocating on all people management issues and becoming strong in making sure HR takes its equitable place in organizational decision making, playing Strategic partnership, transformation, and advocacy roles.
The future seems optimistic for HR professionals; what has never come about is now becoming glaring. Both private and public sector organiza-tions are now bringing HR closer to the table because of the values HR professionals bring to the table. Academic institutions are now thinking about including Human Resource Management as part of their academic curriculum; the move will help create values and innovations and give HR a recognizable seat at the table.
FEATURED ARTICLES
HOW DO I TELL IF I'M DOING WELL IN A JOB INTER-
When it comes to doing interviews, you'll rarely be told how well you've done.
Obviously if you get the job, then you'll assume you did well, but in so many cases, when you haven't got the job, it helps to work out if there was something you could have done
better, so you can improve for the next time.
Most opinions about candidates are formed within the first few minutes (that's why it's hard to overcome a bad first impres-
sion).
If an interview is less than its allotted time, it's generally not a good sign. If you exceed this time, and the interview is flowing
enthusiastically and evenly between you and the interviewer, it augers well.
Many interviews are in that grey area, between outright good and bad, and so with a bit of common sense and objectivity you can begin to assess yourself – and improve. During any interview there are many signs that indicate how well you are
doing – so you need to be aware of them.
Naturally, you are concerned to give a good impression so watching the interviewer's reactions are a good starting point.
As you talk and give an account of your abilities, is the interviewer taking notes and following you up on your statements? If
they are taking notes this is generally a good sign, as they'll be used as discussion points.
Does the interviewer probe your answers and try to find out more about you? This may appear intimidating, but it shows
they are not merely going through the motions with you.
Alternatively, be aware of negative signals as well. An interviewer simply putting down their pen or not following you up on your answers means that you are failing to engage. Let's not pretend all interviewers are perfect – no matter how badly your
interview is going, an interviewer who continually looks at their watch or their smartphone is not really doing their job.
Talking about yourself is what an interview is all about, but you need to take the interviewer with you. The way to ascertain whether you are doing this is if you are being engaged in dialogue. Generally, if your interview is going well when there is a
dialogue between you and the interviewer.
Instead of your interview being a list of questions and answers, it becomes more conversational. If there is a natural, even and enthusiastic exchange of information it means both sides are interested. The conversation can be regarding past
achievements, aspirations or the job itself – the main thing is you're engaging, rather than simply answering.
Ivan Nkono, Head of Human Resource & People Development Mary’s Meals International - Liberia
unemployment and Spirituality By Jonah s. Kotee
Most of us strappingly envision that the nightmarish of unemployment in our lives are due to some psychic problems and the only explanation we can find to these spiritual problems is to the seek the face of God for forgiveness, and hope. We think our individu-al problem of unemployment has a spiritual causation known to ourselves. But as HR professionals, I think we need to understand
unfathomably the spiritual breadth; and knowing the role of spirituality and unemployment will help our situation better.
Through the HR lenses, and as human with senses and heart, I am extremely conscious of the brawls of some of our colleagues, friends, families and love ones who have to challenge the harsh realism of unemployment. My disposition goes out to you for the reason that I feel your pains in the inner of a strictly horrific circumstances of unemployment- unemployment is a stern knock-back
to a person's sense of individuality.
What do we do in the mist of this dreadful situation of unemployment? Some of us bank exclusively on “spirituality”; seeking the face of God for hope and the rest will follow. It is good always to seek the face of God during your time of unemployment but I think it is good for you all to understand that God has given us the senses to grow and there are requirements set by society to be
employed.
Our leaders, and politicians are in positions to create those opportunities and conducive environment and infrastructures for invest-ment and employment. Secondly we must brace ourselves in seeking quality education, investing in small businesses and arming ourselves with the spirit of employability instead of exclusively considering unemployment a spiritual debacle and curse from one of your family members, neighbors, great grandparents, family traits; friends, Jealousy. We need to mentally unclothe ourselves with those machination theories or superstitions and build ourselves with the right skills and find the right market place for those skills and competencies. Even in the Holy Bible (Exodus 16:31-35), Manna appeared for six days in a row only. On Fridays, the Hebrews were to gather a double ration because it was not going to appear on the next day- the Sabbath. And yet, the portion they saved for
the Sabbath did not spoil. You need to capitalize resources for the future – Manners will not always fall from Heaven.
In I Timothy 5:8, Paul said "If anyone does not provide for his own," he says, "and especially for those of his household, he has
denied the faith and is worse than an unbeliever." What does this mean? My little understanding of the Bible is that Paul was com-municating to a selfsame circumstance which involved the same minds of people we have in our Society today. People being work-shy and avoiding family responsibilities and putting more burden on the church in many different ways. In the same way, when the apostle told the Thessalonians, "If anyone will not work, neither shall he eat" (II Thessalonians 3:10). In my mind, the apostle was not referring to men who had lost their jobs as a result of layoffs or economic downturns, and bad governance. As an alternative, the apostle was referring to some unsystematic, boisterous, and irresponsible members of our society who do not see the need to work hard as others and those who specifically had abandoned all worldly careers in expectancy of Jesus Christ's looming coming back. Additionally, Ephesians 4:28 says “Let the thief no longer steal, but rather let him labor, doing honest work with his own
hands, so that he may have something to share with anyone in need”.
As I see this from the HR lenses, there is a need we re-examine our request which we keep making with “Prayer Bans”. Some of the answers to our “Prayer Bans” requests rest just at your door steps. Sometimes, it is simply about rewriting your resumes to at-tract employers. Sometimes, it is about finding the right employers; sometimes it is about networking; sometimes it is about drop-ping as many resumes as possible; sometimes, it is about having the self-coincidence that in the mist of nepotism or favoritism you
can make it; sometimes it is about investing in your education, trade, small business, building the right skills and competencies.
Our “Prayer bans” may not tell use this but blaming our past generation for our problems; blaming our wives, our husbands, our friends; and some spiritual forces for our unemployment problems. Example if you are an Accountant with BSc Degree and unable to use Microsoft Office Suites in this revolutionized world but expect Manner to fall from heaven, your request will be at the “Prayer
Bans” when the simple answer to your problem may be to learn Microsoft Office Suite and make yourself more marketable.
What so ever the problem, I am not asking you to be unable to find focus on God but you need to transform your focus. If you lost your job because of an unjust boss, somebody’s defamation, or some imprudent politicians now a days or our government inability to create jobs, that should not set you amiss. Keep investing in your skills, competencies, building the network, building the confi-dence, reaching out to a colleague for opportunities, keep building your integrity and dependability and above all keep imploring to
God; the next opportunities will be just there for you.
What so ever your unemployment problems; do not stop networking, interviewing, sending out resumes, and praying for a job. God will work through your determinations; not by sitting and expecting jobs to walk to you; not how many times you pray; not how many
“Prayer Bans” you visit .
SPRITUALITY AND EMPLOYABILITY
Today, we take a look at the Mary’s Meal HR Team, headed by Ivan. The team is dedicated to ALHRP mission and vision; and
very dynamic members of our network; the team members are fully registered with ALHRP.
The HR function at Marys Meals Liberia is mandated to ensure effective and efficient use of human resource talent to accom-
plish organizational goals and objectives. Our role is to attract, develop and retain a committed and productive work.
From Left: Mulbah (HR Office - Bong), Brown (HR Officer - Tubmanburg); Evangeline (HR Advisor - Operations); Alex (HR Of-
ficer - HRIS; Ivan (Head of HR and People Development; Thomas (Training & Capacity Building Officer)k force to effectively de-
liver Marys Meals Liberia strategy.
Alex ( Blue Collar T-Shirt) on the Mary’s Meals HR team has signed up to be a volunteer with ALHRP. He is working with the
ALHRP leadership to provide technical IT support in building our website. Thank you Alex for your volunteerism to the communi-
ty of human Resource professionals in Liberia.
MARYS MEAL INTERNATIONAL HR TEAM IN LIBERIA
.
Moses’ volunteerism has given back to HR and made HR visible in our community by participating in activities and making our work more efficient. His work has added a difference in the way ALHRP works with members. Moses signed up as a volunteer a year ago with ALHRP supporting to organize our training events, registering participants at ALHRP events-he is a very humble and trusted young man with strong potentials for growth and passion for humanitarian work. Working with ALHRP and closely with Brenda, Moses has gained new ex-periences and insights; he has given back in helping others; he has created a connection with people; built a sense of accomplishment, and built a career option for himself.
VOLUNTEERISM