Sarova East Africa, Training Manager Vacancy

Sarova East Africa, Training Manager Vacancy
You will be in charge of the training function within the hotel and will operate in accordance with the corporate training and development strategy. We value passionate people who love to be challenged and desire the freedom to contribute to the overall success of the organization.
The successful applicant should have the following profile:
Knowledge:

• Training and development
  

Interpersonal skills:

• A dynamic positive individual with excellent communication skills and a pro-active nature
  

Education and professional experience

• Undergraduate Degree in Business Administration in Commerce or Human Resource Management or its equivalent from a recognized institution.
  
• Masters degree will be an added advantage.
  

Experience:

• At least 5 years experience in a similar role.
  

Age:

• 28 years and above.
  

Key skills:

• Is an excellent team player.
  
• Able to organize and implement training plans.
  
• Excellent communication skills.
  
• Organized and able to plan ahead with minimal supervision.
  
• Strong time management & decision making skills.
  
• Work well under pressure.
  
• Has excellent organizational, communication and interpersonal skills.
  
• IT Savvy.
  

Click here to download a full job description.

- See more at: http://www.websiterecruitment.com/sarovahotels/880#sthash.YYHDelx5.dpuf

Nation Media Group Internship opportunity-all year round

Nation Media Group Internship opportunity-all year round
Job Title: INTERNSHIP OPPORTUNITY-ALL YEAR ROUND
Job Number: HR-INT-2014
Job Type: Full Time
Opportunity:
The Nation Media Group is the largest independent media house in East and Central Africa with operations in print, broadcast and digital media. It attracts and serves unparalleled audiences in Kenya, Uganda, Tanzania and Rwanda. Our Internship program runs for 3 months, with an opportunity to get practical experience in a work environment in the following functions: Editorial Print, Editorial TV/Radio, Finance, IT, Marketing, Procurement.
Required Skills:
Educational/Professional Requirements
Candidate must already be enrolled in college or university to be considered.

• Candidate must currently be enrolled as a student in a public or accredited private institution.
  

• The candidate is expected to specify the department of interest.
  

General Requirements
The candidate:

• Should have a desire and passion to gain professional experience.
  

• Must be eager to learn.
  

• Must have oral and written communication skills.
  

• Must have the ability to follow directions, as well as not be afraid to ask questions.
  

• Must be a fast learner, committed, able to follow instructions, work quickly and accurately under pressure.
  

• Must be keen to learn about the markets in which the company operates.
  

The internship runs for three months with possibility of extension/permanent employment hire.
If you meet the above criteria, please send your application specifying which department you would like to work in and a detailed CV online to http://careers.nationmedia.com.

Note: Only shortlisted candidates will be contacted

The impressive career journey of (Dr) Eng.Titus Tukero Naikuni, outgoing CEO Kenya Airways

The impressive career journey of (Dr) Eng.Titus Tukero Naikuni, outgoing CEO Kenya Airways



Like his kinsmen, Titus Tukero Naikuni, outgoing group managing director and chief executive of Kenya Airways, hates standing still and has not stopped moving since taking the helm at the airline in February 2003. In the short period since, he has examined every aspect of the airline’s operation, sweeping away wastage and unprofitable activities and building a team in his own mould. The result is a carrier that ended its last financial year to March 2005 with positive results in every principal operational and financial measurement, making it Africa’s most profitable airline in terms of operating margin among the carriers ranked in the Airline Business annual financial rankings. Its remarkable progress continued in the first six months of the current financial year.
But it was different when Naikuni took office. Although the airline had become profitable after privatisation and the acquisition of a 26% stake by KLM in 1996, its progress was faltering. “I found an airline that had done well after privatisation and was beginning to rest on its laurels. It was sometime in the year 2000 that profitability had started to diminish,” Naikuni recalls. “Complacency had crept in, and I also found a lack of realisation within the whole organisation about the worsening position, especially among senior and middle management. What I had to do was bring what I call ‘shock therapy’ into the organisation.”
The greatest shock was felt among top management, which he cut by 50% and replaced five out of seven in crucial positions, while also redefining their roles. “The top had got it wrong,” he says, “not the bottom. I talked to staff at every level and told them how bad things were going and of the need for urgency in reversing the decline.” Not everyone within the airline welcomed the sharp wake-up call, and there was some resistance, although this was largely underground. However, the force for change he had unleashed had become so powerful, Naikuni says, that the resistance soon crumbled.
Naikuni was not deflected by pockets of criticism. His geniality and mild manner hides a steely edge, honed by years of toil within the Magadi Soda Company, where he worked his way up from when he joined as a trainee engineer in 1979 to managing director by 1995. A two-year secondment as permanent secretary in the Ministry of Information, Transport and Communications, with a wide range of responsibilities, further enhanced his profile. Those who know him well are keen to point out that in spite of having wielded the axe, his style is not dictatorial, rather more consultative and visionary. A notice in his office that says “none of us is as strong as all of us” gives some insight into his collective approach.
Naikuni initiated the Kenya Airways Turnaround Project, employing a consultancy as facilitator, which, together with 40 of Kenya Airways’ own staff at a lower level, started examining a number of projects identified by them. “I monitored progress very closely to ensure these were implemented,” he says, “and we delivered 80-85% of what we set out to do within 18 months. There were a lot of doubting Thomases who had said that this could not be done. But we proved otherwise.”
Stopping the wasteThe two main elements of the plan were to eliminate waste and increase revenues. “I don’t like talking about cutting costs,” Naikuni says, “there is nothing wrong with costs, it is wastage that is bad.”
Two subsidiaries stood out for their negative impact on the balance sheet – Flamingo Airlines and Kencargo. Flamingo Airlines had been set up in 2000 to provide feeder services from domestic points with a fleet of two Saab 340B turboprops. “When we started looking at wastage,” he continues, “we soon found that our domestic subsidiary with two small aircraft had a completely duplicated, monolithic structure with its own management and operational set-up. It was not surprising that it was losing money heavily.” Naikuni closed down Flamingo Airlines and merged domestic flights into the mainline operation, with the result that these now produce a small profit.
“Then we looked at Kencargo. This was a joint venture between Kenya Airways, KLM Cargo and Martinair and it started because when Kenya Airways was privatised, it had no experience in cargo. Initially it was a good idea to have such a subsidiary and it soon developed its own strength. However, it was not viewed as part of Kenya Airways, but as a separate organisation dominated by its two Dutch owners,” Naikuni observes. “We all agreed that the time had come to move out of Kencargo and set up KQ Cargo, which is now part of our own commercial department.” Since this took effect, cargo revenues have been growing by 30-40%, he says. Naikuni adds that Europe still accounts for the majority of its cargo business, but that there is an increasing emphasis on the Far East, especially China, which is moving into Africa in a big way, investing in the oil industry and trading electronic goods for fresh produce. Tourism into Africa from the East is also growing.
Gateway to the East.
“My vision is to fly to every capital in Africa. So people can fly wherever they want. We can’t fight poverty if Africans cannot travel. I would also like to see a time when Europe will make it easier for Africans to access the European Union.”
Clearly, Naikuni’s work is almost done at KQ, but already he can walk tall in the self-belief that while he leaves behind a legacy . Kenya Airways is the good news that Africa has been waiting for.







Courtesy of http://www.flightglobal.com