Approach taken to recruit and manage ‘general’ workers is all wrong.

Recently, I found myself discussing with colleagues on how it has become a nightmare to find good gardeners, and housemaids let alone farm and factory workers. By and large these categories of workers are labelled ‘labourers’. Decisions made by such employees are defined by employer and the worker is left with little choice other than speed of when and variations in control of the elements of an operation. Employers usually select workers based on hands-on experience, stamina, ability to follow instructions and perform manual work. Reference checks are rarely done. On the job training form part of induction and takes a few hours to a couple of days depending on complexity of duties to be performed. In manufacturing, mining and other hazardous working environments, there is mandatory training on safety, health, and environment.

Upon reflection I realized that many employers don’t spend much time planning and applying selection tools when it comes to these types of jobs. We are too casual about the recruitment and management of general workers but expect exceptional performance from these workers.

Is there a business case for improving the recruitment and management of general workers? Yes. International Labour Organization (ILO) conventions on Decent Work and Declaration of Fundamental Principles and Rights at Work dictate so. In 1998, ILO launched the Declaration on Fundamental Principles and Rights at Work to apply to all working people in member states of the ILO. The declared universal fundamental rights and principles are:

· Freedom of association and right to collective bargaining;

· Elimination of forced or compulsory labour;

· Abolition of child labour and

· Elimination of discrimination in employment and occupation.

Ignorance of the law is no defense. The principles of ILO have been ratified and incorporated into Labour Acts of member states. I get worried when I notice some Human Resources and line management personnel recruiting general workers at entrance gates to company premises. The main criteria being who came in first, and of course who is ‘known’ to the recruiting team members. I even get goose bumps when I assess how domestic workers especially gardeners, and housemaids are recruited and managed. Majority are hired and issued with no written employment contract. Terms and conditions are verbal and can be varied at any time by the employer. They work at the pleasure of the employer. If you are one of such employers, stop it and do the right things. Issue formal employment contract clearly stipulating the terms and conditions of employment. Comply with the labour laws. Manage general workers with respect.

Some useful tips when recruiting and managing general workers

1. I have come to realize that there are four main characteristics to look out for:

· Physical dimension i.e. stamina, balance, and strength to move, lift, or work with tools. Endurance to stand for long periods is also a necessity.

· Communication dimension i.e. ability to relay and process information.

· Technical dimension i.e. ability to operate machinery or mechanized tools.

· Teamwork dimension i.e. ability to collaborate with co-workers and other stakeholders.

2. Plan including budgeting as well as create time to recruit and manage general workers just as you would do for other categories of employees. Select the best candidates for the job.

3. Apply the science and assess psychomotor skills. All skills use some physical movement, coordination and require practice. Progress is measured by speed, distance, precision or techniques of execution (Bloom, 1956 and Simpson, 1972). Psychomotor skills range from manual tasks such as cleaning, digging to more complex tasks such as operating machinery. I have noticed employers getting frustrated by their general workers either because of poor comprehension of instructions or failure to execute simple tasks.

4. Recruit for attitude. Skills can always be learned as necessary. Be patient and train general workers to meet expected standards of work. If you come across a good worker, retain. Good workers are not ease to come by.

5. Build trust through open and simple communication. Use the language understandable to both parties. Simplify jargon.

So next time you hire a general worker don’t just pick randomly. Apply the science and maximize on getting the right attitude supported with relevant psychomotor skills.