May 18, 2020

Poor job descriptions damaging staff retention in Egypt

Hay Group
job description
HR manager
Fitzpatrick
John O'Hanlon
3 min
Poor job descriptions damaging staff retention in Egypt

Latest research from global management consultancy, Hay Group, reveals that a poor job description is one of the principal drivers of staff turnover in companies of all sizes in Egypt.

The research shows that not being a good fit for the role and the job description misleading an employee’s expectations are the most important reasons employees leave organisations, behind salary expectations.

On average, over a third of companies in Egypt experience staff turnover rates of more than 21 percent. This comes at a considerable cost to business in the region, with the research showing that staff turnover costs businesses an average of 990,366 Egyptian pounds (US $130,020). This compares to $189,343 in the UK, $155,261 in the US and $198,953 in Australia.  

HR Managers throughout the country believe this turnover is often due to a more competitive salary being offered elsewhere (48 percent). However, unlike, the UK, US and Australia, the second most important reason is the wrong person being chosen in the first place due to a poor job description (41 percent).

Crucially, 40 percent of HR Managers in Egypt (compared to 25 percent globally) say their managers do not understand the competencies required for their team and are unable to articulate the correct needs into a set of responsibilities for a role. This is especially apparent in the Legal sector (80 percent), travel and transport sector (63 percent) and the retail, catering and leisure sectors (58 percent).

Nearly half (48 percent) believe that poor job descriptions lead HR Managers to waste a considerable amount of time interviewing irrelevant candidates and 34 percent believe that poor job descriptions lead to poor consistency and quality across the entire business (compared to 45 percent globally).

Sixty two percent of HR Managers in Egypt believe that good job descriptions lead to a better quality candidate pool. However, 59 percent believe that getting a high quality job description from managers is a time consuming process, compared to 69 percent globally.

Iain Fitzpatrick, VP at Hay Group, comments: “Get job descriptions wrong and you’ll recruit the wrong people, demotivating the team and increasing staff turnover, leading to underperformance. Get them right and you can attract the best candidates, who know what to expect from the role and how to make an impact. A great team starts with great job descriptions.”

“Every company has the ability to improve employee retention by getting its job descriptions right. But job descriptions aren’t in most managers’ job descriptions. This leads to them producing versions that are mismatched from the rest of the business or avoiding doing them altogether, overloading HR managers’ already hectic schedules.

“Giving managers the tools they need, such as Hay Group’s Job Description web app, ensures that HR can empower line managers to create the right job descriptions, whilst keeping control. This not only speeds up the process but means managers, and the business, are using tried and tested information gained from Hay Group’s competency modelling and job evaluations work with over 12,000 companies worldwide.”

Share article

Jun 14, 2021

5 minutes with... Janthana Kaenprakhamroy, CEO, Tapoly

Tapoly
Insurance
Leadership
Digital
Kate Birch
3 min
Heading up Europe’s first on-demand insurance platform for the gig economy, Janthana Kaenprakhamroy is winning awards and leading with diversity

Founder and CEO of award-winning insurtech firm Tapoly, Janthana Kaenprakhamroy heads up Europe’s first on-demand insurance platform for the gig economy, winning industry awards, innovating in the digital insurance space, and leading with inclusivity.

Here, Business Chief talks to Janthana about her leadership style and skills. 

What do you do, in a nutshell?

I’m founder and CEO of Tapoly, a digital MGA providing a full stack of commercial lines insurance specifically for SMEs and freelancers, as well as a SaaS solution to connect insurers with their distribution partners. We build bespoke, end-to-end platforms encompassing the whole customer journey, but can also integrate our APIs within existing systems. We were proud to win Insurance Provider of the Year at the British Small Business Awards 2018 and receive silver in the Insurtech category at the Efma & Accenture Innovation in Insurance Awards 2019.

How would you describe your leadership style?

I try to be as inclusive a leader as possible. I’m committed to creating space for everyone to shine. Many of the roles at Tapoly are performed by women and I speak at industry events to encourage more people to get involved in insurance/insurtech. Similarly, I always try to maintain a growth mindset. I think it’s important to retain values to support learning and development, like reliability, working hard and punctuality.

What’s the best leadership advice you’ve received?

Build your network and seek advice. As a leader, you need smart people around you to help you grow your business. It’s not about personally being the best, but being able to find resources and get help where needed.

How do you see leadership changing in a COVID world?

I think the pandemic has proven the importance of inclusive leadership so that everyone feels supported and valued. It’s also shown the importance of being flexible as a leader. We’ve had to remain adaptable to continue delivering high levels of customer service. This flexibility has also been important when supporting employees as everyone has had individual pressures to deal with during this time. Leaders should continue to embed this flexibility within their organisations moving forward.

They say ‘from every crisis comes opportunity’, what opportunities do you see?

The past year has been challenging, but it has also proven the importance of digital transformation in insurance. When working from home was required, it was much harder for insurers to adjust who had not embedded technology within their operating processes because they did not have data stored in the cloud and it caused communication delays with concerned customers at a time when this communication should have been a priority, which ultimately impacts the level of customer satisfaction. This demonstrates the importance of what we are trying to achieve at Tapoly in driving digitalisation in insurance and making communication between insurers and distribution partners seamless. 

What advice would you give to your younger self just starting out in the industry?

Start sooner, don’t be afraid to take (calculated) risks and make sure you raise enough money to get you through the initial seed stage.

 

Share article