5th Edition 2024 Call for Entries
The HR Awards Kenya is an Initiative by the Institute of Human Resource Management Kenya- IHRM. Since 2019, IHRM has proudly presented the HR Awards to recognise organizations and individuals who have achieved Professional/Organisational/Business excellence through outstanding people strategies and practices. Human Resources in Kenya play a pivotal role in the development of industry and the economy at large. The HR Awards therefore seeks to identify individuals and institutions that have made an invaluable contribution to the HR practice in the Country. Those who have immensely contributed to setting standards, defining norms and practices, and putting HR at the right pedestal in their institutions.
The HR Awards are organized annually through a process of applications and self-submissions, from individuals and organizations operating in Kenya, and promote HR excellence in different facets. The companies and organizations range from community-focused organizations, NGOs, INGOs, county governments, Government ministries, State departments, Commissions, and Corporations, Institutions of learning such as public universities, colleges, technical institutes, Listed companies, businesses and other private entities. Successful individuals and organizations are usually invited to an award gala dinner, where they are recognized and awarded for their ground-breaking efforts.
Vision
To be the most Reputable, Impactful and Prestigious HR Awards in the Globe.
Mission
To continuously amplify the Role and Contribution of HR Professionals, Reinforce Compliance to the HR Practice, Drive and elevate the recognition of HRM in building great institutions and above all shaping the future of people strategy as a tool to Driving Future ready Institutions.
THE 2024 HR AWARDS THEME:
RECOGNISING TALENT, LIBERATING POTENTIAL
IHRM is delighted to announce the opening of the 5th edition of HR Awards- Circle of Excellence 2024. This Year’s HR Awards has lined-up Innovative Awards Categories both for Individual and Organizations. The Awards Fete is earmarked to bring on-board over 500 HR professionals, industry leaders, government officials and other players to the ceremony to be held in Nairobi, Kenya on 29th Novermber 2024. The following are the categories and the submission process.
Kindly note that the submission fee for Individual category is 5000 and for Corporate/ Organization/ County is 10000 respectively.
INDIVIDUAL CATEGORIES 2024
Kenyan based companies and organizations with an office in Kenya. This category is for CEOs NOT specifically in charge of HR, but who have a key role to play in advocating for and engaging with their HR teams. One cannot self-nominate for this category – nominations are welcomed from the HR lead/team, peers, and colleagues with the nominee’s consent.
Submissions for this category should include:
Overview of initiatives and strategies pioneered for not less than 18 months
Testimonials of the CEO’s commitment to and involvement with the
organization’s people strategy, Talent Development/ Management/ Wellness
and flexi work approaches, Compliance to employee relations/ industrial
relations-employment laws including diversity and inclusion.
Evidence of the CEO’s visibility throughout the organization and in the
media.
The HR Director of the Year category is open to the HR leaders at the very top of their organizations – chief people officers, chief HR officers, people and culture directors and any variations on this title — leaders with full authority
and responsibility for the HR function. This category recognizes a leader who has made the greatest contribution to the advancement of human resources in their organization. The HR Leader need to have not less than 15 years of experience and an active member of IHRM.
One cannot self-nominate for this category – nominations are welcomed from the CEO, peers, and colleagues at this level with nominee’s consent.
Submissions for this category should include:
An overview of initiatives and strategies pioneered for not less than 18
months and their commitment to diversity and inclusion, including metrics.
The Entry need to demonstrate tangible contribution to the body of HR.
Details of how they share best practice.
Excellence in Human Resource Management along Talent Management,
Leadership, Performance Management, Employee relations, People and
business outlook.
Evidence of collaboration with leadership and other departments.
This celebrates the rising stars who have already made a big impact on their organizations and recognizes the Upcoming HR Professional- below 27 years and is a member of IHRM. Entrants of this category can self-nominate with references/ testimonials from their supervisor/ head of HR or be nominated by their supervisor, peers or their HR leaders with their consent
Submissions for this category should include:
A clear narrative of what has been achieved for not less than 18 months
and in what context – how much experience does the candidate have?
What sector do they work in? What is the candidate’s background and
personal development? This will help the judges compare entries.
Evidence of the impact the candidate has had on the HR strategy of the
organization in which they work – metrics should be prioritized for this
Testimonials from HR and other business leaders on how the candidate has
added value to the organization.
This category is open to any HR professional below HR director level and above HR Entry Level and is a member of IHRM. This award recognizes an exceptional HR trendsetter who has demonstrated outstanding management skills, resulting in improved employee satisfaction, productivity, and retention. Entrants of this category can self-nominate with references/ testimonials from their supervisor/ head of HR or be nominated by their supervisor, peers or their HR leaders with their consent.
Submissions for this category should include:
An overview of initiatives and strategies pioneered for not less than 18
months and their commitment to diversity and inclusion, including metrics.
The Entry need to demonstrate tangible contribution to the body of HR.
Details of how they share best practice.
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ORGANIZATION CATEGORIES 2024
This recognition goes to an organisation that has used technology to propel HR to respond effectively to people and organization needs. It could be via the application efficient of HR technologies e.g., software and analytic systems, online recruitment, e-learning program Artificial Intelligence e.g. chatbots among others.
It could also explore how HR has supported a major tech investment across the organisation that has yield positive impact. Please note: Strategies will have to have been running for not less than 18 months so judges can understand the real impact they have had.
Submissions for this category should include:
A clear narrative that demonstrates why technology was implemented, the
business case for it and how employee buy-in was gained and retained.
Genuine innovation considering the organization’s context. Judges will
appropriately compare an organization’s spend to the type of technology
implemented.
Evidence of success linked to the original business case: return on
investment and metrics showing how it links to employee engagement and
productivity.
This recognizes organizations that have wide-reaching strategies covering various touchpoints of ESG, for example how environmental, social and governance considerations have influenced the wider people strategy. They must also demonstrate the role HR has played in the strategy and execution of ESG initiatives. Please note: Strategies will have to have been running for not less than 18 months so judges can understand the real impact they have had.
Testimonials from leaders in the organizations on the impact of the ESG initiatives are highly recommended
Submissions for this category should include:
A clear narrative that demonstrates why the strategy was implemented,
what its objectives are and what has been achieved.
Evidence of success, including how it has benefited the community using
metrics, anecdotes and case studies.
Demonstrate how the ESG initiative/strategy is linked to corporate and HR
strategy and benefits the business.
This award recognizes an organization that provides the most compelling evidence about their strategy for holistic wellness in the workplace not only works, but has also created a clear and measurable return on investments made in this area. This award also recognizes an organization that has demonstrated a clear strategy that has helped employees to balance their work and life obligations.
Submissions for this category should include:
A clear narrative that demonstrates why the strategy was implemented and
how it is linked to broader business strategy.
Evidence of success: return on investment and how it has strengthened the
organisation – please prioritise metrics. Anecdotes, staff feedback and case
studies also welcomed. Judges will award extra points to entries that
demonstrate how the strategy is linked to engagement and productivity levels.
A wide range of HR policies and practices, such as flexible work arrangements, day-care, elderly care, adoption and reproductive assistance, breastfeeding support, paid personal and earned days off programmes, or talent development strategy for Employee’s Children and other initiatives that have immensely contributed to employee
work-life integration.
This award seeks to honour those who excel in crafting and implementing talent management strategy that not only align with organizational goals but also enhance the overall employee experience. Entrants should give details of how their organization defines and spots talent, where responsibility for managing talent sits, how they deliver appropriate development opportunities and how they monitor and measure the success of implementation and outcomes. Strategies will have to have been running for not less than 18 months so judges can understand the impact they have had.
Submissions for this category should include:
An innovative talent strategy that addresses an important business issue.
A clear narrative that demonstrates how the strategy is having an impact
on the organisation
Evidence of success: overall outcomes and impact of the talent
management strategy must be showcased, and metrics are important.
Judges will look for return on investment and the impact the strategy has
made since implementation.
This category covers organisations that have completed a successful people-focused business transformation program. The entries should detail an innovative change/transformation program that makes a clear business case for change. How effectively the program is communicated, implemented and measured, including how it has overcome any resistance. Please note: The program must have been in place for not less than 18 months to demonstrate its success.
Submissions for this category should include:
An innovative change/transformation program that makes a clear business
case for change.
How effectively the program is communicated, implemented and measured, including how it has overcome any resistance. The role that HR has played in the program, such as when HR was brought into the process and its impact.
Evidence of success: how it has strengthened the organisation, please use metrics, anecdotes, customer feedback and case studies.
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MICRO, SMALL AND MEDIUM ENTERPRISES (MSME) CATEGORY
The MSME entrant to this award must have been in existence for more than 5 years, incorporated in Kenya, not public listed and doing legitimate business.
Submissions for this category should include:
Existence and implementation of key HR Policies, procedures and strategies on:
A) Workplace wellness
B) Talent management
C) HR Tech initiatives
D) HR ESG initiatives
E) HR Transformation/change
Evidence of mainstreamed Diversity, Equity and Inclusion strategies with demonstrable existence of opportunity consideration for individuals from
diverse ethnic backgrounds, gender, people with disability and other minority concerns
Evidence of mainstreams performance management as a tool to driving excellence in service delivery- outline of how Excellence is measured and reinforced and the role and contribution of HR in achieving the same.
Existence of a progressive strategy on how the MSME implements change, manages talent especially on entry and separation points
GOVERNMENT MINISTRIES CATEGORY
Submissions on this category shall be done by an HR officer at Director Level and above or other Ministry officer within this level. The entry needs to evidence how the HR Function gets empowered to discharge its role in driving the people strategy and its overall contribution to Ministry goals.
Submissions for this category should include:
Existence and implementation of key HR Policies, procedures and strategies on:
A) Workplace wellness
B) Talent management
C) HR Tech initiatives
D) HR ESG initiatives
E) HR Transformation/change
Evidence of mainstreamed Diversity, Equity and Inclusion strategies with demonstrable existence of opportunity consideration for individuals from
diverse ethnic backgrounds, gender, people with disability and other minority concerns
Quantifiable results around implementation of these policies including on matters of talent attraction and placement and the impact of driving the desired growth both in people careers and Ministry goals.
Evidence of measures that leverage on the HR role and its contribution to the mandate of the Ministry
Outline of how the Ministry mainstreams Performance Management as a tool to driving Excellence in Service Delivery- outline how Excellence in Service Delivery is measured and reinforced and the role and contribution
of HR in achieving the same.
Existence of a progressive strategy on how the ministry approaches and implements change, manages talent especially on entry and separation
points and how its developing capacity across board to meet needs and challenges of its stakeholders.
STATE CORPORATION CATEGORY
Submissions on this category shall be done by an HR officer at Director Level and above or other Parastatal officer within this level.
Submissions for this category should include:
Existence and implementation of key HR Policies, procedures and strategies
on:
A) Workplace wellness
B) Talent management
C) HR Tech initiatives
D) HR ESG initiatives
E) HR Transformation/change
Evidence of mainstreamed Diversity, Equity and Inclusion strategies with demonstrable existence of opportunity consideration for individuals from
diverse ethnic backgrounds, gender, people with disability and other minority concerns
How the HR Function gets empowered/ supported to discharge its role in driving the people and business strategy of the Parastatal
Quantifiable results around implementation of these HR policies including on matters of talent attraction and placement and the impact of driving the desired growth both in people careers and Parastatal goals.
Evidence of mainstreams Performance Management as a tool to driving Excellence in Service Delivery- outline of how Excellence in Service Delivery is measured and reinforced and the role and contribution of HR in achieving the same.
Existence of a progressive strategy on how the Parastatal approaches and implements change, manages talent especially on entry and separation
points and how its developing capacity across board to meet needs and challenges of its stakeholders.
COUNTY GOVERNMENT CATEGORY
This award recognizes any county government that can demonstrate adoption and impactful implementation of HR policies and procedures and evidence how they have contributed to it’s overall strategic mandate/business goals. Submissions on this category shall be done by an HR officer at Director Level and above or other county government officer within this level.
Submissions for this category should include:
Existence and implementation of key HR Policies, procedures and strategies on:
A) Workplace wellness
B) Talent management
C) HR Tech initiatives
D) HR ESG initiatives
E) HR Transformation/change
Evidence of mainstreamed Diversity, Equity and Inclusion strategies with demonstrable existence of opportunity consideration for individuals from diverse ethnic backgrounds, gender, people with disability and other minority concerns How the HR Function gets empowered/ supported to discharge its role in driving the people and business strategy of the county government Quantifiable results around implementation of these policies including on matters of talent attraction and placement and the impact of driving the desired growth both in people careers and county government’s goals. Evidence of measures that leverage on the HR role and its contribution to
the mandate of the Ministry Excellence in Service Delivery – outline how Excellence in Service Delivery is measured and reinforced and the role and contribution of HR in achieving the same. Existence of a progressive strategy on how the ministry approaches and implements change, manages talent especially on entry and separation points and how its developing capacity across board to meet needs and challenges of its stakeholders. Utilization of funds by the county government, accountability and integrity will also be considered in the selection.
Submissions on this category shall be done by an HR officer at Director Level and above or other CASB officer within this level.
Submissions for this category should include:
Existence and implementation of key HR Policies, procedures and strategies on:
A) Workplace wellness
B) Talent management
C) HR Tech initiatives
D) HR ESG initiatives
E) HR Transformation/change
Evidence of mainstreamed Diversity, Equity and Inclusion strategies with demonstrable existence of opportunity consideration for individuals from
diverse ethnic backgrounds, gender, people with disability and other minority concerns
How the HR Function gets empowered/ supported to discharge its role in driving the people and business strategy of the CASB
Quantifiable results around implementation of these HR policies including on matters of talent attraction and placement and the impact of driving the desired growth both in people careers and CASB’s goals.
Evidence of mainstreams Performance Management as a tool to driving Excellence in Service Delivery- outline of how Excellence in Service Delivery is measured and reinforced and the role and contribution of HR in achieving the same.
Existence of a progressive strategy on how the county government approaches and implements change, manages talent especially on entry and separation points and how its developing capacity across board to meet needs and challenges of its stakeholders.
The judges will look out for existence of a progressive strategy on how the CASB approaches and implements change, manages talent especially on entry and separation points and how its developing capacity across board to meet needs and challenges of its stakeholders.
a) Past entrants including awardees and finalists are eligible to enter the Awards.
b) Projects involving external consultants are eligible to enter the Awards. Nevertheless, the role of such external consultants should be justified and clearly stated.
c) For all Award Categories, eligible entrants constitute Organizations/ institution with operations/based in Kenya as well as individuals working for Organizations/ institution with operations/based in Kenya
d) IHRM Staff, its Council Members, its Branch Officials and all its affiliates bound by an ongoing contract are not eligible to participate in the awards
e) The entire copyright, moral right, and all other intellectual property rights of whatsoever nature in the materials supplied by the Awards entrants shall continue to belong to the Awards entrants. These rights are not affected by the entrant’s entry into the Awards.
f) To enter the Individual Category, entrants nominated by organizations should remain in the same organization during the Awards submission evaluation period, otherwise he or she may be disqualified from the Award. These Entrants are required to submit a nomination letter on the letterhead of the organization as an official supporting document from the organization. The letter should include the name, business/ organization title, and signature of both the supervisor and entrant. The other individual entrants should submit their applications as guided in the individual submission form. Ensure that you attach
endorsement/recommendation letter signed by an HR referee who is a member of IHRM. The Letter should include Referees’ name, Work Title, Business/Organization/ Project they work with, Contact and their signature
g) Names and details of entrants, submitted reports, presentation materials, and scoring information developed during the review of entries are regarded as property of IHRM and are kept confidential. Such information is available only to those individuals directly involved in the assessment and administrative processes. Where necessary, any contact person’s name and position, telephone number, fax number, and email address, etc., will be used by the IHRM for liaison with relevant entrants in relation to the Awards activities.
h) The HR Awards Assessment Committee may request supplementary information from entrants during the Assessment process. Verification of data submitted by entrants may be required.
i) Organizations Endorsing or nominating staff for individual award category can only do so for a maximum of three individuals.
j) Entrants agree to cooperate with the HR Awards Organizing Committee, and Award Assessors in relation to any publicity of their entries as may be required. Commercial sensitivity will be respected.
k) The decision made by the Awards Organizing Committee and the Assessors panel is final and binding in all aspects related to the Awards.
l) The MSME entrants must have been in existence for more than 5 years, incorporated in Kenya, not public listed and doing legitimate business.
m) The Awards are non-transferable and non-negotiable. No cash alternative will be offered.
n) IHRM reserves the right to withhold the award(s) in all categories, subject to the discretion of the HR Awards Organizing Committee and the panel of assessors.
o) The entry fee is non-refundable and shall be settled at the Submission stage. Any entry not meeting the relevant payment deadline may be regarded as invalid. The IHRM through HR Awards Organizing Committee takes no responsibility for any incidental costs incurred by entrants.
p) The IHRM through the HR Awards Organizing Committee reserves the right to interpret, alter or amend any of these conditions and to issue supplementary conditions and house rules at any time it considers necessary.
a) Rich Industry Experience: The panel need shall constitute individuals with experience across different industries. This ensures a broader perspective and prevents bias towards specific sectors.
b) Functional Diversity: The panel aims for a mix of judges from different HR functions, such as recruitment, training, compensation, and employee relations. This diversity ensures a well-rounded evaluation of entries.
c) Sector Diversity: the panel reflects sector representation more so on the represented award categories
d) HR Academic and Professional Background: Panel endeavors to reflect team of judges with academic backgrounds in HR, key Leadership roles and individuals who have excelled in driving impactful people strategic initiatives.
e) Seniority: the panel reflects judges with varying levels of seniority, from mid-level HR managers to HR executives and consultants. This will provide a balanced evaluation by considering both practical implementation and strategic perspectives.
g) Judging Experience: The panel should constitute at least one judge with prior experience as a judge for similar awards, competitions, or similar industry events
h) Ethnic and Gender Diversity: the panel reflects a diverse team that represents different ethnicities and genders for a more inclusive process
i) Expertise in HR: Demonstration of deep understanding of various HR disciplines, (HR Functions). Over 15 years’ experience in HR
j) Top Leadership Representation from the Institute- The Institute must be represented in the panel by at least on Council member
k) Process Control Mechanism- The Panel need to have at least one Audit expert