Related to "yes employees"

Description:

I am a working professional and a full-time mother at Select Global Solutions, an Executive Search and Recruitment firm. I joined the firm 10 months back and I can say that it was the best decision I took.

Select Global gives you the opportunity to grow independently,  the authority to work on your own and flexibility. Being a mother, it was important for me that I chose a company that allows me to put my family first.

As the world is affected by the Covid-19 pandemic, the majority of offices have given work from home option to their employees, which we have been doing for the past 6 months and delivering results to our clients in the same way as before. Management has faith in us and does not micro-manage, which is something I admire and appreciate the most. You can fly high if you have an open sky in front of you. 

Being at home, it is difficult to manage work and family, however I have the support and guideance of management, and therefore work becomes easy and enjoyable.

Related Keyphrases:

Select Global Solutions | Recruitment firm | Executive Search | firm 10 months | manage work | home option | professional | flexibility | opportunity | Recruitment | management | appreciate | authority | something | 6 months

The Covid-19 pandemic has created a huge amount of disruption to careers as employers and employees grapple with the financial and health impacts of the pandemic on their lives. 

Employees have found themselves faced with both crisis and opportunity as companies rapidly resize to adapt to the new normal. In addition to career considerations, they are also re-evaluating the risks associated with where they work and re-assessing their priorities to determine what they want to do with their lives. 

Expatriates, often miles from home, found themselves in a particularly difficult situation when it became clear that the virus was going to bring unprecedented disruption to life. Being separated from their families and suddenly unable to travel home led many to despair as they found themselves stuck and often facing a tough financial situation.

Having spoken to many individuals who are facing these challenges, we look at the key considerations to take into account when making decisions during this period of disruption.

Our advice is to keep calm and take time to come to prepare yourself before coming to a decision. This is important for every decision in the process of looking for a new role.

1. Should you look for a new opportunity during this time? Many companies have instituted salary cuts for their middle and senior management and many candidates are looking to move as a result. In some extreme cases, they have been laid off.

2. In the case of pay cuts, it is important to consider what the long term prospects are for the company. If the organization is inherently stable then it may be better to ride out the storm rather than jump ship. Whilst there may be higher paid job offers available, do these companies provide the same stability in the long run? We will be publishing an updated salary survey soon.

3. If you have been unlucky and have lost your job, it is important to take time to prepare your CV and research the companies you want to work for or apply to. A shotgun approach to a job search is rarely successful. We come across many poorly written or prepared CVs which automatically puts the candidate at a disadvantage.

4. Finally, those candidates who do manage to land a new role may be at a disadvantage when it comes to negotiating for their salary and benefits because of the current labor market and economy. Again, it is important to take some time to determine whether to push for a higher package or accept what is on offer.

In the near term, negotiating could be harder for applicants as companies are working through understanding all the impacts of COVID-19 on their business. It is worth taking some time to see if milestone based increments are possible, or to try and negotiate some performance based incentives. 

In conclusion, it is important to think carefully about each step of the process and invest sufficient time to ensure that you can achieve the best outcome for your career in the long term.


For the latest jobs in Africa, do check our job openings page https://www.selectglobal.co.in/jobs4552.html?v=63. You can apply for jobs across Africa in various industries and sectors, from jobs in operations, jobs in marketing to jobs in sales and finance. Our team follows a rigorous search and selection process to ensure both candidates and clients find the best fit for their next career move.

Description:

The Covid-19 pandemic has created a huge amount of disruption to careers as employers and employees grapple with the financial and health impacts of the pandemic on their lives. 

Employees have found themselves faced with both crisis and opportunity as companies rapidly resize to adapt to the new normal. In addition to career considerations, they are also re-evaluating the risks associated with where they work and re-assessing their priorities to determine what they want to do with their lives. 

Expatriates, often miles from home, found themselves in a particularly difficult situation when it became clear that the virus was going to bring unprecedented disruption to life. Being separated from their families and suddenly unable to travel home led many to despair as they found themselves stuck and often facing a tough financial situation.

Having spoken to many individuals who are facing these challenges, we look at the key considerations to take into account when making decisions during this period of disruption.

Our advice is to keep calm and take time to come to prepare yourself before coming to a decision. This is important for every decision in the process of looking for a new role.

1. Should you look for a new opportunity during this time? Many companies have instituted salary cuts for their middle and senior management and many candidates are looking to move as a result. In some extreme cases, they have been laid off.

2. In the case of pay cuts, it is important to consider what the long term prospects are for the company. If the organization is inherently stable then it may be better to ride out the storm rather than jump ship. Whilst there may be higher paid job offers available, do these companies provide the same stability in the long run? We will be publishing an updated salary survey soon.

3. If you have been unlucky and have lost your job, it is important to take time to prepare your CV and research the companies you want to work for or apply to. A shotgun approach to a job search is rarely successful. We come across many poorly written or prepared CVs which automatically puts the candidate at a disadvantage.

4. Finally, those candidates who do manage to land a new role may be at a disadvantage when it comes to negotiating for their salary and benefits because of the current labor market and economy. Again, it is important to take some time to determine whether to push for a higher package or accept what is on offer.

In the near term, negotiating could be harder for applicants as companies are working through understanding all the impacts of COVID-19 on their business. It is worth taking some time to see if milestone based increments are possible, or to try and negotiate some performance based incentives. 

In conclusion, it is important to think carefully about each step of the process and invest sufficient time to ensure that you can achieve the best outcome for your career in the long term.


For the latest jobs in Africa, do check our job openings page https://www.selectglobal.co.in/jobs4552.html?v=63. You can apply for jobs across Africa in various industries and sectors, from jobs in operations, jobs in marketing to jobs in sales and finance. Our team follows a rigorous search and selection process to ensure both candidates and clients find the best fit for their next career move.

Related Keyphrases:

bring unprecedented disruption | career considerations | updated salary survey | job offers available | long term prospects | many candidates | difficult situation | job openings page | current labor market | sufficient time | many individuals | key considerations | new opportunity | selection process | Many companies

The world is slowly coming out of the pandemic induced coma and economies around the world are starting to rebuild. During this time of uncertainty, there has been a tremendous amount of turbulence in the job market. Some companies have had to retrench or cut salaries or both, and other companies have been scaling up as they benefit from the move online by consumers.

Many companies have witnessed a substantial amount of churn in their workforce as employees have chosen to move closer to their families, or to perceived safe havens.

Companies have been forced to suddenly try and recruit remotely and accelerate their hiring as they grapple with unexpected departures or sudden growth in their business. The combination of trying to recruit rapidly and remotely has created numerous challenges for recruiters and many employers are struggling to effectively hire suitable candidates as a result.

Quick hiring
The first challenge is to find suitable candidates who are able to join the organisation quickly. Whilst there are currently many candidates looking for new roles, the best candidates have been retained by their organisations and are reluctant to move during these unpredictable times. Even when these candidates are open to a move, their notice periods and the current travel restrictions result in very long delays before they can join a new organisation.

Rigorous screening
The next challenge is how to effectively screen candidates when physical interviews are not possible. Whilst for junior roles it may be possible to get away with telephonic or VC interviews, it becomes much harder to screen candidates at managerial level, when personality, attitude and culture start becoming more important.

Testing and technology
Companies have tried to use various competency and psychometric tests and new technology such as Artificial Intelligence to try and improve their assessment of candidates. Whilst these can give helpful clues and support an interviewers assessment, they often lead to either inconclusive or negative assessments and can disqualify candidates that would otherwise have been a good fit for the role.

Process, process, process
In our experience, we have found that the best way to try and overcome these challenges is to put in place a robust process for both sourcing and screening of candidates, and utilise multiple tools to try and build a holistic view of candidates;

  1. Utilise Technical Assessments where applicable to initially screen candidates – depending on the seniority of the role, these can often help shortlist relevant candidates up front.
  2. Invest time in engaging with candidates, ideally with multiple interviewers to try and reduce any bias and also get a better understanding of each candidate.
  3. Use psychometric tests wherever possible to support the assessments during interview.
  4. Perform very thorough reference checks on the candidates. Use a combination of both direct and indirect references, combined with the interviews and other assessment tools.

The downside of this approach is that it can often be time consuming. Unfortunately, in trying to recruit good talent, there are no short cuts!

If you’re struggling with some of these issues and would like to think through some possible solutions, please get in touch. Our team is working remotely with business as usual, and have taken this time to improve and increase our service offerings in talent management solutions.  We have been able to help a number of our clients fill critical positions quickly over the past few months.

Description:

The world is slowly coming out of the pandemic induced coma and economies around the world are starting to rebuild. During this time of uncertainty, there has been a tremendous amount of turbulence in the job market. Some companies have had to retrench or cut salaries or both, and other companies have been scaling up as they benefit from the move online by consumers.

Many companies have witnessed a substantial amount of churn in their workforce as employees have chosen to move closer to their families, or to perceived safe havens.

Companies have been forced to suddenly try and recruit remotely and accelerate their hiring as they grapple with unexpected departures or sudden growth in their business. The combination of trying to recruit rapidly and remotely has created numerous challenges for recruiters and many employers are struggling to effectively hire suitable candidates as a result.

Quick hiring
The first challenge is to find suitable candidates who are able to join the organisation quickly. Whilst there are currently many candidates looking for new roles, the best candidates have been retained by their organisations and are reluctant to move during these unpredictable times. Even when these candidates are open to a move, their notice periods and the current travel restrictions result in very long delays before they can join a new organisation.

Rigorous screening
The next challenge is how to effectively screen candidates when physical interviews are not possible. Whilst for junior roles it may be possible to get away with telephonic or VC interviews, it becomes much harder to screen candidates at managerial level, when personality, attitude and culture start becoming more important.

Testing and technology
Companies have tried to use various competency and psychometric tests and new technology such as Artificial Intelligence to try and improve their assessment of candidates. Whilst these can give helpful clues and support an interviewers assessment, they often lead to either inconclusive or negative assessments and can disqualify candidates that would otherwise have been a good fit for the role.

Process, process, process
In our experience, we have found that the best way to try and overcome these challenges is to put in place a robust process for both sourcing and screening of candidates, and utilise multiple tools to try and build a holistic view of candidates;

  1. Utilise Technical Assessments where applicable to initially screen candidates – depending on the seniority of the role, these can often help shortlist relevant candidates up front.
  2. Invest time in engaging with candidates, ideally with multiple interviewers to try and reduce any bias and also get a better understanding of each candidate.
  3. Use psychometric tests wherever possible to support the assessments during interview.
  4. Perform very thorough reference checks on the candidates. Use a combination of both direct and indirect references, combined with the interviews and other assessment tools.

The downside of this approach is that it can often be time consuming. Unfortunately, in trying to recruit good talent, there are no short cuts!

If you’re struggling with some of these issues and would like to think through some possible solutions, please get in touch. Our team is working remotely with business as usual, and have taken this time to improve and increase our service offerings in talent management solutions.  We have been able to help a number of our clients fill critical positions quickly over the past few months.

Related Keyphrases:

suitable candidates | relevant candidates | screen candidates | many candidates | Utilise Technical Assessments | talent management solutions | current travel restrictions | interviewers assessment | recruit good talent | utilise multiple tools | multiple interviewers | Artificial Intelligence | possible solutions | negative assessments | unexpected departures

Following the turmoil this year, we have been speaking to our clients and candidates across the world to try and make sense of what is happening and what may come next for hiring and managing talent.

Some common themes that have already been reported:

  1. Work From Home (WFH) is here to stay, though perhaps not at 100%
  2. Most companies have imposed hiring freezes and/or are going through painful downsizing or paycuts
  3. There are multiple applicants for most jobs and many of the candidates are vastly overqualified for these roles
  4. Graduates are in a really tough bind at the moment

And so on….

We also found some other trends that are less obvious and sometimes counterintuitive. Here we share some of the more surprising trends that we have been encountering;

Talent - It is getting harder to hire (yes, really!)
Given the earlier comments about multiple applicants for any job being posted, this statement seems a little daft. In reality, what we saw is that many good candidates are not willing to switch jobs at this time. Even those who had been forced to take a pay cut, were willing to stick it out with their current organisation.

Very few employees working with larger organisations and respected brands were willing to consider a change, despite being offered higher salaries. Those who had recently been let go were still wary of taking on a job with lesser known companies and preferred organisations perceived to be more stable.

Trepidation - Employees are worried about WFH
Many articles have predicted how organisations will be forced to allow employees much greater flexibility and freedom in working from home. In reality, many employees want to get back to the office. Apart from the obvious reasons (children, internet, air-conditioning, social interaction etc.) they are also concerned about the impact of WFH on their career prospects. Recent graduates worry about the lack of mentoring and visibility, more senior employees worry about how the next promotion will come through. Worries about job security and lack of contact with superiors were fuelling their desire to get back to the office.

Technology - Driving a new wave of hiring and firing
Despite the headlines around job losses across sectors and organisations, there is an increase in opportunities for positions that have been newly created by the adoption of new technologies. For instance, a UK bank was forced to re-engineer a number of their backend processes when lockdowns were imposed leaving their Indian back office redundant. There are likely to be significant job losses in India, however they are now looking to add to their technology teams globally to support the new tech enabled processes which they have deployed.

If you’re struggling with some of these issues and would like to think through some possible solutions, please get in touch. Our team is working remotely with business as usual, and have taken this time to improve and increase our service offerings in talent management solutions.

We would be happy to brainstorm with you and see if there is a way in which we can assist.

Description:

Following the turmoil this year, we have been speaking to our clients and candidates across the world to try and make sense of what is happening and what may come next for hiring and managing talent.

Some common themes that have already been reported:

  1. Work From Home (WFH) is here to stay, though perhaps not at 100%
  2. Most companies have imposed hiring freezes and/or are going through painful downsizing or paycuts
  3. There are multiple applicants for most jobs and many of the candidates are vastly overqualified for these roles
  4. Graduates are in a really tough bind at the moment

And so on….

We also found some other trends that are less obvious and sometimes counterintuitive. Here we share some of the more surprising trends that we have been encountering;

Talent - It is getting harder to hire (yes, really!)
Given the earlier comments about multiple applicants for any job being posted, this statement seems a little daft. In reality, what we saw is that many good candidates are not willing to switch jobs at this time. Even those who had been forced to take a pay cut, were willing to stick it out with their current organisation.

Very few employees working with larger organisations and respected brands were willing to consider a change, despite being offered higher salaries. Those who had recently been let go were still wary of taking on a job with lesser known companies and preferred organisations perceived to be more stable.

Trepidation - Employees are worried about WFH
Many articles have predicted how organisations will be forced to allow employees much greater flexibility and freedom in working from home. In reality, many employees want to get back to the office. Apart from the obvious reasons (children, internet, air-conditioning, social interaction etc.) they are also concerned about the impact of WFH on their career prospects. Recent graduates worry about the lack of mentoring and visibility, more senior employees worry about how the next promotion will come through. Worries about job security and lack of contact with superiors were fuelling their desire to get back to the office.

Technology - Driving a new wave of hiring and firing
Despite the headlines around job losses across sectors and organisations, there is an increase in opportunities for positions that have been newly created by the adoption of new technologies. For instance, a UK bank was forced to re-engineer a number of their backend processes when lockdowns were imposed leaving their Indian back office redundant. There are likely to be significant job losses in India, however they are now looking to add to their technology teams globally to support the new tech enabled processes which they have deployed.

If you’re struggling with some of these issues and would like to think through some possible solutions, please get in touch. Our team is working remotely with business as usual, and have taken this time to improve and increase our service offerings in talent management solutions.

We would be happy to brainstorm with you and see if there is a way in which we can assist.

Related Keyphrases:

significant job losses | many good candidates | social interaction etc | multiple applicants | senior employees | possible solutions | many employees | talent management | new technologies | office redundant | surprising trends | service offerings | counterintuitive | obvious reasons | technology teams

Major African countries update regarding COVID 19 active cases and lockdown status as of July 3rd:-
 

  • Confirmed cases = 418,211
  • Active cases = 209,623
  • Recoveries = 198,182
  • Number of deaths = 10,406

Nigeria- Nigeria will resume domestic flights from July 8, the government said on Wednesday, as Africa's most populous country relaxes novel coronavirus restrictions despite mounting cases and deaths.


Kenya- Tourism Minister Najib Balala announced government has reduced entry fees to all Kenya Wildlife Service game parks and reserves to 50%. “This will apply for all categories of tourists (local, residents & international), effective July 1, 2020 for one year,” he added. Nairobi lockdown has been extended to 7 July. 

Morocco- Minister of Economy Mohamed Benchaaboun said that the quarantine will cause Morocco’s economy to lose six points of GDP growth in 2020. The ministries also announced the reopening of leisure and entertainment spaces, such as gyms and hammams, given that they operate at no more than 50% of their capacity.


Ethiopia- The country’s election body has  stressed that it will not hold any election across the country till the pandemic is no longer a public health threat. The position was in response to the northern Tigray regional state that asked for assistance to hold its local elections.


Senegal-The state of emergency and nighttime curfew imposed to curb the spread of coronavirus has been lifted from Tuesday. The president announced the resumption of international flights from 15 July but under stringent safety measures. Mr Sall warned that the country's economic growth would slow from 6.8% to 1.1%, or even less, due to the impact of the pandemic. Civil servants will now work from 08:00 to 17:00 local time, but entertainment spots will remain closed.

Rwanda- Police are randomly stopping people in Rwanda's capital, Kigali, seeking their consent for coronavirus testing. Rwandan authorities re-introduced a two-week lockdown in parts of the capital, Kigali, as dozens of cases were confirmed.

Uganda- Uganda has opened part of its border with the Democratic Republic of Congo to allow in thousands of people stuck in no-man's land for more than a month.

South Africa- The regular international flights from and to South Africa are not expected to return before next year.


Ghana- The registration process for new voters started from June 30, 2020 to August 6, 2020.


 Libya- Libya extended a curfew and other lockdown measures for ten days from Saturday, June 27, until Tuesday, July 7.


Angola- Angola remains closed to commercial flights. The Angolan government has extended the validity of visas for foreigners until August 31.


Mozambique - Mozambique's state of emergency has been extended by 30 days until July 30.


 
 

Covid-19 has cost Africa's tourism industry $55bn, says AU

African countries have lost almost $55 billion in travel and tourism revenues in three months due to the coronavirus pandemic, the African Union (AU) commissioner for infrastructure and energy said on Thursday.


Amani Abou-Zeid told a news conference the economic impact of lockdowns and border closures to curb the spread of the virus would be severe, with the continent's air industry hit particularly hard.


She said tourism and travel represented almost 10% of the gross domestic product of Africa.

"We have 24 million African families whose livelihood is linked to travel and tourism," Abou-Zeid said, adding the downturn had come in a year when Africa was expected to see an increase in travel and air transport.


"The blow is very hard, between the economic losses and the job losses," Abou-Zeid said. African airlines have seen a 95% drop in revenues, or about $8 billion, along with other losses such as the deterioration of assets, she said.


 


Detailed updates are as below:


NIGERIA

The Nigerian state of Kano ended its novel coronavirus lockdown on Thursday, the local ministry of health said, months after an outbreak of what was originally called a 'mysterious disease' killed hundreds of citizens. Kano's health ministry on its official Twitter account did not provide details of the state lockdown ending except to say civil servants would return to work from July 6. Officials have expressed their concern that the outbreak in the West African country might become much worse. Nevertheless, Nigeria on Wednesday said it would restart domestic flights from July 8. Nigeria will resume domestic flights from July 8, the government said on Wednesday, as Africa's most populous country relaxes novel coronavirus restrictions despite mounting cases and deaths.The airports for the capital Abuja and Lagos will open on July 8, while a handful of others are set to open July 11 and the rest on July 15, the government said on its official Twitter account.No date was given for the resumption of international flights.Nigeria had confirmed more than 25,000 coronavirus cases and almost 600 deaths as of Wednesday, with little sign of the outbreak slowing. Officials have expressed their concern that the outbreak in the West African country might become much worse.

(Active cases: 26484) 


KENYA

Kenyan police killed three people when they fired at a crowd of motorcycle taxi drivers protesting against the arrest of a colleague for flouting coronavirus restrictions.Tourism Minister Najib Balala announced a raft of measures on Thursday. “Due to the adverse effects of Covid-19 to the tourism and wildlife sector. We have reduced entry fees to all Kenya Wildlife Service game parks and reserves to 50%. “This will apply for all categories of tourists (local, residents & international), effective July 1, 2020 for one year,” he added. The main interventions are: Reduced national park entry fees for Kenyan and international visitors, Lodges inside the parks have also been given a year’s moratorium from paying rent, Film makers have also been given a 50% discount on filming fees charged in parks.The minister also urged the lodges to use the rent holiday to improve services. Tourism is a mainstay of the Kenyan economy. The country us a major player in the East African region along with Uganda and Tanzania.Nairobi lockdown has been extended to 7 July. Restrictions on road, rail and air transport to and from the Nairobi Metropolitan area, and Mombasa and Mandera Counties are in place until 7 July. The land borders with Somalia, Uganda and Ethiopia have closed, with the exception of cargo trucks.

(Active cases: 6673)


MOROCCO

Government announced an improvement in Morocco’s industrial activities for May following a few months of decline during the COVID-19 crisis. The bank said on July 2 that industrial production increased while the capacity utilization rate (TUC) stood at 56% in May, compared to 47% in April. The increase is due to the positive points secured at industrial levels, including mechanical and metallurgical production, as well as chemistry and para chemistry. Sales activities, however, declined in both local and foreign markets. The bank also recorded a decrease in production in the textile and leather and electrical and electronics sectors. The pandemic’s circumstances cost Morocco over  MAD 1 billion, or $100 million, a day, Minister of Economy Mohamed Benchaaboun said in May. He added that the quarantine will cause Morocco’s economy to lose six points of GDP growth in 2020. The ministries also announced the reopening of leisure and entertainment spaces, such as gyms and hammams, given that they operate at no more than 50% of their capacity. All audiovisual and film production activities in Morocco will re-launch. Highways and public roads will also reopen between cities, along with railways.

(Active cases: 12636)


ZAMBIA

Zambian President Edgar Lungu announced the country will further ease its COVID-19 restrictions to spur economic growth. After easing some restrictions last month, the Zambian leader announced the reopening of international airports that were closed as part of efforts to contain the pandemic. He said during a national address on the COVID-19 pandemic that the reopening of the international airports was expected to result in the increased flow of international tourists, but called for heightened preventive measures at the three airports. He said bars and night clubs will remain closed until the country starts experiencing favorable weather while the remaining classes in schools and colleges will reopen once the cold season was over.

(Active cases:1632)


ETHIOPIA

Ethiopia has not released coronavirus statistics since June 29 when cases were at 5,846 with 103 deaths, 2430 recoveries and 3,311 recoveries. The main sources of updates, the federal Health Ministry, Minister Lia Tadesse and the Ethiopia Public Health Institute have all not posted updates since June 29. Neither the WHO Africa regional office or the Africa Centers for Disease Control and Prevention have also updated stats since Monday. 

The country’s election body has also stressed that it will not hold any election across the country till the pandemic is no longer a public health threat. The position was in response to the northern Tigray regional state that asked for assistance to hold its local elections.

The development could likely be because of an internet blackout in the country in the wake of the murder of a popular musician in the capital Addis Ababa. Four days since the incident, the country has experienced deadly protests as people demanded justice for the murder. Police reported blasts in the capital whiles the army was deployed to quell violence.

(Active cases: 5846)
 

SENEGAL

Senegalese President Macky Sall has said a state of emergency and nighttime curfew imposed to curb the spread of coronavirus will be lifted from Tuesday. In a televised address, the president also announced the resumption of international flights from 15 July but under stringent safety measures. Mr Sall warned that the country's economic growth would slow from 6.8% to 1.1%, or even less, due to the impact of the pandemic.

He urged people to resume their normal activities to get the economy back on track. Civil servants will now work from 08:00 to 17:00 local time, but entertainment spots will remain closed. The closure of public markets one day per week for cleaning will continue. Wearing face masks remains mandatory in public spaces, workplaces, public transport and shops. The president is himself under a two-week quarantine after he came into contact with an infected person. The quarantine ends next week. The country has so far confirmed 6698 cases and 108 deaths.

(Active cases: 6925)


RWANDA

Police are randomly stopping people in Rwanda's capital, Kigali, seeking their consent for coronavirus testing. The exercise kicked off on Thursday morning on some roads and entry points. Rwandan health authorities say this “will provide factual information about the Covid-19 status in the capital”. From March, Rwanda has conducted more than 140,000 tests. More than 1,000 have recorded positive results. Officials in Kigali told that they will be focusing on morning hours as people go to work and in the evenings as they return home. Some are however complaining that they are being forced to consent to the testing. Last week, the Rwandan authorities re-introduced a lockdown in parts of Kigali as dozens of cases were confirmed. Last week, Rwandan authorities re-introduced a two-week lockdown in parts of the capital, Kigali, as dozens of cases were confirmed. Most cases were recorded in the east, near the border with Tanzania, and in the south-west near the border with the Democratic Republic of Congo.Mass testing has been taking place in the last two weeks. Tickets are available for the flight departing Kigali for Addis Ababa with connections to the United States on Tuesday, July 7.

(Active cases: 1042)
 

UGANDA

Uganda has opened part of its border with the Democratic Republic of Congo to allow in thousands of people stuck in no-man's land for more than a monthAt least 3,000 of them fled their homes in May after inter-communal clashes in north-eastern Ituri province.But they were unable to cross into Uganda to seek safety as the country had closed its borders in March to control the spread of coronavirus.It has been agreed the refugees will be quarantined before being settled. This will happen for 14 days at a new isolation centre, 13km (eight miles) from the border. The UN's refugee agency (UNHCR) says sample testing will be carried out on the group to see if coronavirus is present amongst them. This will help authorities decide when the refugees can be transferred to camps Two border crossings in Uganda's Zombo district temporarily opened on Wednesday and it is expected all the refugees will be able to cross over in three days. Uganda hosts more than 1.4 million refugees - most have fled from South Sudan, while about 30% come from DR Congo.

(Active cases: 893)


SOUTH AFRICA

South African health authorities announced on Thursday, July 2, that the country had recorded its highest daily increase in coronavirus disease (COVID-19) cases. Authorities reported that 8124 new COVID-19 cases had been confirmed in the preceding 24-hours, with 92 new associated deaths, the highest single-day increase since the disease was first confirmed in the country in March. The Health Minister, Zweli Mkhize stated that this brings the total number of confirmed COVID-19 cases in the country to 159,333, with 2749 associated deaths. 


The Western Cape province remains the most affected area in the country with 64,377 cases reported. 


South Africa has recently entered level 3 of its phased reopening during the coronavirus pandemic, easing many restrictions that were imposed during the complete lockdown of the country to tackle Covid-19. The country's recent scaling down measures included re-opening libraries and museums and lifting a closure order on businesses such as restaurants, casinos and cinemas.

In addition, domestic travel has been allowed for business and essential purposes. However, regular international flights from and to South Africa are not expected to return before next year.

Tourism sector employees are hopeful though that international flights may resume before September as that time of the year is considered to be the peak season for inbound tourism, which could assist many workers in the sector as they seek to remain employed in tourism-related industries.

The Tourism Business Council of South Africa (TBCSA) released a statement implying that resumption of flights by September is crucial for people in the inbound tourism industry to preserve their jobs, as during the period from September to March inbound tourism makes up 60% of its overall annual revenues. TBCSA presented a three-phase recovery strategy in June that requires 6-8 weeks of preparation before carrying out a phase 1 trial that will help select countries with permission to travel to South Africa. However, authorities believe that re-opening in or before September would be premature as the Covid-19 peak in South Africa is expected to occur in August.

(Active cases: 168061) 


GHANA

A major news development is the Supreme Court’s decision today to throw out a suit against the election body’s decision to compile a new voters register ahead of December 2020 general elections. The registration process started from June 30, 2020 to August 6, 2020 

from 7.00am to 6.00pm. The Electoral Commission insists it has done well in managing coronavirus safety protocols at registration centers amid ongoing voter registration exercise across the country.


The EC got the apex court’s go-ahead to conduct a new registration exercise after a case brought by the main opposition NDC was dismissed. Concerns continue to be raised over the conduct of people who went to centers to register.


Photos shared on social media showed that virus protocols were being flouted in many places with people crowded at some centers with disregard for basic social distancing. Most of them also did not have masks even though it is an offence per a presidential Executive Instrument.


 
Cases in the Greater Accra region have passed the 10,000 mark with the Ashanti region in a distant second with over 3,600 cases, the oil-rich Western Region completes the top three regions with over 1,550 cases as of today. Also, The Greater Accra regional police disclosed that it undertook an operation in which some people were arrested in the central business district of the capital for being without masks. The arrests came a day after the government said it was engaging the police on some areas of mask wearing.

(Active cases: 18134)


LIBYA


The Tripoli-based Government of National Accord (GNA) extended a curfew and other lockdown measures in place in areas under its control due to the coronavirus disease (COVID-19) pandemic for ten days from Saturday, June 27, until Tuesday, July 7. The decision comes as the number of COVID-19 cases continues to rise daily nationwide. The curfew in the western and southern GNA-controlled areas is in place between 20:00 and 06:00 (local time). Individuals are required to stay home where possible and face masks must be worn in public at all times. A full 24-hour ban on non-essential movement was also imposed for the second weekend running on Friday, June 26, to Saturday, June 27, and similar measures are likely on Friday, July 3, to Saturday, July 4.


Lockdown measures have also been imposed in Marsa al Brega in eastern Libya for a week from June 27 through July 4.


Land and sea border crossing points within GNA territory were closed by Prime Minister Fayez al-Sarraj on March 16. All mosques, schools, restaurants, wedding halls, parks, and shops remain closed as a precaution. 

(Active cases: 891)


ANGOLA

While the number of cases of COVID-19 in Angola remains relatively low, instances of local transmission are steadily increasing.   Angola continues to operate under a government-imposed “State of Calamity.”  Health centers and hospitals have resumed full operations; businesses may be fully staffed as of June 29; restaurants may stay open until 10:30 p.m. with seating limited to 50 percent of capacity; public transportation may operate at 75 percent of passenger capacity; and hotels and guest houses may reopen to the public.  Beaches, pools, and marinas remain closed, as do movie theaters, libraries, and media centers.  Face masks are still required when shopping, on public transportation, and in any public offices, and everyone is encouraged to adhere to social distancing.


Angola remains closed to commercial flights. The Angolan government has extended the validity of visas for foreigners until August 31.  Anyone arriving in Angola must present proof of a negative COVID-19 test; passengers may take the test up to eight days prior to entering the country and will be given credit for those days towards the mandatory 14-day quarantine.  Land borders remain closed for all but commercial transport, and Luanda Province remains closed to overland personal travel or domestic passenger flights. 

(Active cases: 315)

 

MOZAMBIQUE


Mozambique receives donation from British High Commission in Maputo and WHO. British High Commission in Maputo, WHO donated 13 laptops + modems to MoH to support with COVID19 response. This is to better ensure effective implementation and monitoring of community activities as well as to enable community actors to keep up with virtual trainings for the response. 


President Filipe Nyusi announced on Sunday, June 28, that Mozambique's state of emergency in response to the coronavirus disease (COVID-19) pandemic has been extended by 30 days until July 30. Level three lockdown measures will remain in place during the extended state of emergency, with residents urged to stay home, except for essential reasons, and the use of face masks being mandatory on public and private communal transport and at gatherings. However, Nyusi announced that some restrictions will begin to be eased in the coming days, including the reopening of schools. Lockdown measures on key economic sectors such as tourism, culture, and business services will also be eased, allowing some businesses, resorts, and restaurants to reopen. However, social distancing and hygiene measures must be adhered to and more stringent restrictions may be reintroduced in response to local COVID-19 outbreaks.


In order to support international business and tourism, the suspension of international flights to and from Mozambique has also been lifted, allowing business travellers, tourists, and essential personnel to enter the country from a number of designated 'safe' countries. However, Nyusi did not specify which countries would see the resumption of commercial flights and it is unclear what quarantine or testing requirements will be in place for international arrivals. LAM Mozambique Airlines continues to operate domestic flights and international airfreight operations.

(Active cases: 918)


TANZANIA

Schools has reopened on 29 June and President John Magufuli has said the virus has been largely defeated, but the lack of data has led to increasing concern over the true level of infections.


Tanzania's neighbors as well as international health organizations have expressed concerns that downplaying the epidemic there could adversely impact the wider region. 

In mid June, the country's prime minister told parliament there were 66 active coronavirus cases, but provided no further details.


Apart from this announcement, the government has not been releasing any data on infections or deaths. The president has said releasing the figures was causing unnecessary panic.

(Active cases: 509)


MALAWI

Malawi’s do-over election was fraught with tensions and uncertainty amid Covid-19 fears. On June 28, 2020, Malawi’s new president, Lazarus Chakwera was sworn in as president following a rerun vote on June 23, in which he won 58.57 percent of the vote.


Polls opened across Malawi on Tuesday, in what appears to be a historic moment for the southern African country and potentially democracies across the continent. For the first time ever, the country is redoing its presidential election following the annulment of last year’s election results due to irregularities.


But the redo of the election is happening at unprecedented time with the strike of Covid-19.  Social distancing isn’t being observed at some polling centers in the country and few people have masks. The electoral commission advised people to bring their own pens from home used for voting to avoid contracting the virus.

(Active cases: 1342) 
 

SOMALIA


On Monday, April 13, General Abdi Hassan Mohamed Hajar, Somali commander of police, announced that a nighttime curfew would be implemented in Mogadishu for an indefinite period from Wednesday, April 15 to curb the spread of coronavirus disease (COVID-19). The nightly curfew will be in effect between 20:00 and 05:00 (local time). Also, all international flights to and from Somalia are indefinitely suspended.

(Active cases: 2944)

Description:

Major African countries update regarding COVID 19 active cases and lockdown status as of July 3rd:-
 

  • Confirmed cases = 418,211
  • Active cases = 209,623
  • Recoveries = 198,182
  • Number of deaths = 10,406

Nigeria- Nigeria will resume domestic flights from July 8, the government said on Wednesday, as Africa's most populous country relaxes novel coronavirus restrictions despite mounting cases and deaths.


Kenya- Tourism Minister Najib Balala announced government has reduced entry fees to all Kenya Wildlife Service game parks and reserves to 50%. “This will apply for all categories of tourists (local, residents & international), effective July 1, 2020 for one year,” he added. Nairobi lockdown has been extended to 7 July. 

Morocco- Minister of Economy Mohamed Benchaaboun said that the quarantine will cause Morocco’s economy to lose six points of GDP growth in 2020. The ministries also announced the reopening of leisure and entertainment spaces, such as gyms and hammams, given that they operate at no more than 50% of their capacity.


Ethiopia- The country’s election body has  stressed that it will not hold any election across the country till the pandemic is no longer a public health threat. The position was in response to the northern Tigray regional state that asked for assistance to hold its local elections.


Senegal-The state of emergency and nighttime curfew imposed to curb the spread of coronavirus has been lifted from Tuesday. The president announced the resumption of international flights from 15 July but under stringent safety measures. Mr Sall warned that the country's economic growth would slow from 6.8% to 1.1%, or even less, due to the impact of the pandemic. Civil servants will now work from 08:00 to 17:00 local time, but entertainment spots will remain closed.

Rwanda- Police are randomly stopping people in Rwanda's capital, Kigali, seeking their consent for coronavirus testing. Rwandan authorities re-introduced a two-week lockdown in parts of the capital, Kigali, as dozens of cases were confirmed.

Uganda- Uganda has opened part of its border with the Democratic Republic of Congo to allow in thousands of people stuck in no-man's land for more than a month.

South Africa- The regular international flights from and to South Africa are not expected to return before next year.


Ghana- The registration process for new voters started from June 30, 2020 to August 6, 2020.


 Libya- Libya extended a curfew and other lockdown measures for ten days from Saturday, June 27, until Tuesday, July 7.


Angola- Angola remains closed to commercial flights. The Angolan government has extended the validity of visas for foreigners until August 31.


Mozambique - Mozambique's state of emergency has been extended by 30 days until July 30.


 
 

Covid-19 has cost Africa's tourism industry $55bn, says AU

African countries have lost almost $55 billion in travel and tourism revenues in three months due to the coronavirus pandemic, the African Union (AU) commissioner for infrastructure and energy said on Thursday.


Amani Abou-Zeid told a news conference the economic impact of lockdowns and border closures to curb the spread of the virus would be severe, with the continent's air industry hit particularly hard.


She said tourism and travel represented almost 10% of the gross domestic product of Africa.

"We have 24 million African families whose livelihood is linked to travel and tourism," Abou-Zeid said, adding the downturn had come in a year when Africa was expected to see an increase in travel and air transport.


"The blow is very hard, between the economic losses and the job losses," Abou-Zeid said. African airlines have seen a 95% drop in revenues, or about $8 billion, along with other losses such as the deterioration of assets, she said.


 


Detailed updates are as below:


NIGERIA

The Nigerian state of Kano ended its novel coronavirus lockdown on Thursday, the local ministry of health said, months after an outbreak of what was originally called a 'mysterious disease' killed hundreds of citizens. Kano's health ministry on its official Twitter account did not provide details of the state lockdown ending except to say civil servants would return to work from July 6. Officials have expressed their concern that the outbreak in the West African country might become much worse. Nevertheless, Nigeria on Wednesday said it would restart domestic flights from July 8. Nigeria will resume domestic flights from July 8, the government said on Wednesday, as Africa's most populous country relaxes novel coronavirus restrictions despite mounting cases and deaths.The airports for the capital Abuja and Lagos will open on July 8, while a handful of others are set to open July 11 and the rest on July 15, the government said on its official Twitter account.No date was given for the resumption of international flights.Nigeria had confirmed more than 25,000 coronavirus cases and almost 600 deaths as of Wednesday, with little sign of the outbreak slowing. Officials have expressed their concern that the outbreak in the West African country might become much worse.

(Active cases: 26484) 


KENYA

Kenyan police killed three people when they fired at a crowd of motorcycle taxi drivers protesting against the arrest of a colleague for flouting coronavirus restrictions.Tourism Minister Najib Balala announced a raft of measures on Thursday. “Due to the adverse effects of Covid-19 to the tourism and wildlife sector. We have reduced entry fees to all Kenya Wildlife Service game parks and reserves to 50%. “This will apply for all categories of tourists (local, residents & international), effective July 1, 2020 for one year,” he added. The main interventions are: Reduced national park entry fees for Kenyan and international visitors, Lodges inside the parks have also been given a year’s moratorium from paying rent, Film makers have also been given a 50% discount on filming fees charged in parks.The minister also urged the lodges to use the rent holiday to improve services. Tourism is a mainstay of the Kenyan economy. The country us a major player in the East African region along with Uganda and Tanzania.Nairobi lockdown has been extended to 7 July. Restrictions on road, rail and air transport to and from the Nairobi Metropolitan area, and Mombasa and Mandera Counties are in place until 7 July. The land borders with Somalia, Uganda and Ethiopia have closed, with the exception of cargo trucks.

(Active cases: 6673)


MOROCCO

Government announced an improvement in Morocco’s industrial activities for May following a few months of decline during the COVID-19 crisis. The bank said on July 2 that industrial production increased while the capacity utilization rate (TUC) stood at 56% in May, compared to 47% in April. The increase is due to the positive points secured at industrial levels, including mechanical and metallurgical production, as well as chemistry and para chemistry. Sales activities, however, declined in both local and foreign markets. The bank also recorded a decrease in production in the textile and leather and electrical and electronics sectors. The pandemic’s circumstances cost Morocco over  MAD 1 billion, or $100 million, a day, Minister of Economy Mohamed Benchaaboun said in May. He added that the quarantine will cause Morocco’s economy to lose six points of GDP growth in 2020. The ministries also announced the reopening of leisure and entertainment spaces, such as gyms and hammams, given that they operate at no more than 50% of their capacity. All audiovisual and film production activities in Morocco will re-launch. Highways and public roads will also reopen between cities, along with railways.

(Active cases: 12636)


ZAMBIA

Zambian President Edgar Lungu announced the country will further ease its COVID-19 restrictions to spur economic growth. After easing some restrictions last month, the Zambian leader announced the reopening of international airports that were closed as part of efforts to contain the pandemic. He said during a national address on the COVID-19 pandemic that the reopening of the international airports was expected to result in the increased flow of international tourists, but called for heightened preventive measures at the three airports. He said bars and night clubs will remain closed until the country starts experiencing favorable weather while the remaining classes in schools and colleges will reopen once the cold season was over.

(Active cases:1632)


ETHIOPIA

Ethiopia has not released coronavirus statistics since June 29 when cases were at 5,846 with 103 deaths, 2430 recoveries and 3,311 recoveries. The main sources of updates, the federal Health Ministry, Minister Lia Tadesse and the Ethiopia Public Health Institute have all not posted updates since June 29. Neither the WHO Africa regional office or the Africa Centers for Disease Control and Prevention have also updated stats since Monday. 

The country’s election body has also stressed that it will not hold any election across the country till the pandemic is no longer a public health threat. The position was in response to the northern Tigray regional state that asked for assistance to hold its local elections.

The development could likely be because of an internet blackout in the country in the wake of the murder of a popular musician in the capital Addis Ababa. Four days since the incident, the country has experienced deadly protests as people demanded justice for the murder. Police reported blasts in the capital whiles the army was deployed to quell violence.

(Active cases: 5846)
 

SENEGAL

Senegalese President Macky Sall has said a state of emergency and nighttime curfew imposed to curb the spread of coronavirus will be lifted from Tuesday. In a televised address, the president also announced the resumption of international flights from 15 July but under stringent safety measures. Mr Sall warned that the country's economic growth would slow from 6.8% to 1.1%, or even less, due to the impact of the pandemic.

He urged people to resume their normal activities to get the economy back on track. Civil servants will now work from 08:00 to 17:00 local time, but entertainment spots will remain closed. The closure of public markets one day per week for cleaning will continue. Wearing face masks remains mandatory in public spaces, workplaces, public transport and shops. The president is himself under a two-week quarantine after he came into contact with an infected person. The quarantine ends next week. The country has so far confirmed 6698 cases and 108 deaths.

(Active cases: 6925)


RWANDA

Police are randomly stopping people in Rwanda's capital, Kigali, seeking their consent for coronavirus testing. The exercise kicked off on Thursday morning on some roads and entry points. Rwandan health authorities say this “will provide factual information about the Covid-19 status in the capital”. From March, Rwanda has conducted more than 140,000 tests. More than 1,000 have recorded positive results. Officials in Kigali told that they will be focusing on morning hours as people go to work and in the evenings as they return home. Some are however complaining that they are being forced to consent to the testing. Last week, the Rwandan authorities re-introduced a lockdown in parts of Kigali as dozens of cases were confirmed. Last week, Rwandan authorities re-introduced a two-week lockdown in parts of the capital, Kigali, as dozens of cases were confirmed. Most cases were recorded in the east, near the border with Tanzania, and in the south-west near the border with the Democratic Republic of Congo.Mass testing has been taking place in the last two weeks. Tickets are available for the flight departing Kigali for Addis Ababa with connections to the United States on Tuesday, July 7.

(Active cases: 1042)
 

UGANDA

Uganda has opened part of its border with the Democratic Republic of Congo to allow in thousands of people stuck in no-man's land for more than a monthAt least 3,000 of them fled their homes in May after inter-communal clashes in north-eastern Ituri province.But they were unable to cross into Uganda to seek safety as the country had closed its borders in March to control the spread of coronavirus.It has been agreed the refugees will be quarantined before being settled. This will happen for 14 days at a new isolation centre, 13km (eight miles) from the border. The UN's refugee agency (UNHCR) says sample testing will be carried out on the group to see if coronavirus is present amongst them. This will help authorities decide when the refugees can be transferred to camps Two border crossings in Uganda's Zombo district temporarily opened on Wednesday and it is expected all the refugees will be able to cross over in three days. Uganda hosts more than 1.4 million refugees - most have fled from South Sudan, while about 30% come from DR Congo.

(Active cases: 893)


SOUTH AFRICA

South African health authorities announced on Thursday, July 2, that the country had recorded its highest daily increase in coronavirus disease (COVID-19) cases. Authorities reported that 8124 new COVID-19 cases had been confirmed in the preceding 24-hours, with 92 new associated deaths, the highest single-day increase since the disease was first confirmed in the country in March. The Health Minister, Zweli Mkhize stated that this brings the total number of confirmed COVID-19 cases in the country to 159,333, with 2749 associated deaths. 


The Western Cape province remains the most affected area in the country with 64,377 cases reported. 


South Africa has recently entered level 3 of its phased reopening during the coronavirus pandemic, easing many restrictions that were imposed during the complete lockdown of the country to tackle Covid-19. The country's recent scaling down measures included re-opening libraries and museums and lifting a closure order on businesses such as restaurants, casinos and cinemas.

In addition, domestic travel has been allowed for business and essential purposes. However, regular international flights from and to South Africa are not expected to return before next year.

Tourism sector employees are hopeful though that international flights may resume before September as that time of the year is considered to be the peak season for inbound tourism, which could assist many workers in the sector as they seek to remain employed in tourism-related industries.

The Tourism Business Council of South Africa (TBCSA) released a statement implying that resumption of flights by September is crucial for people in the inbound tourism industry to preserve their jobs, as during the period from September to March inbound tourism makes up 60% of its overall annual revenues. TBCSA presented a three-phase recovery strategy in June that requires 6-8 weeks of preparation before carrying out a phase 1 trial that will help select countries with permission to travel to South Africa. However, authorities believe that re-opening in or before September would be premature as the Covid-19 peak in South Africa is expected to occur in August.

(Active cases: 168061) 


GHANA

A major news development is the Supreme Court’s decision today to throw out a suit against the election body’s decision to compile a new voters register ahead of December 2020 general elections. The registration process started from June 30, 2020 to August 6, 2020 

from 7.00am to 6.00pm. The Electoral Commission insists it has done well in managing coronavirus safety protocols at registration centers amid ongoing voter registration exercise across the country.


The EC got the apex court’s go-ahead to conduct a new registration exercise after a case brought by the main opposition NDC was dismissed. Concerns continue to be raised over the conduct of people who went to centers to register.


Photos shared on social media showed that virus protocols were being flouted in many places with people crowded at some centers with disregard for basic social distancing. Most of them also did not have masks even though it is an offence per a presidential Executive Instrument.


 
Cases in the Greater Accra region have passed the 10,000 mark with the Ashanti region in a distant second with over 3,600 cases, the oil-rich Western Region completes the top three regions with over 1,550 cases as of today. Also, The Greater Accra regional police disclosed that it undertook an operation in which some people were arrested in the central business district of the capital for being without masks. The arrests came a day after the government said it was engaging the police on some areas of mask wearing.

(Active cases: 18134)


LIBYA


The Tripoli-based Government of National Accord (GNA) extended a curfew and other lockdown measures in place in areas under its control due to the coronavirus disease (COVID-19) pandemic for ten days from Saturday, June 27, until Tuesday, July 7. The decision comes as the number of COVID-19 cases continues to rise daily nationwide. The curfew in the western and southern GNA-controlled areas is in place between 20:00 and 06:00 (local time). Individuals are required to stay home where possible and face masks must be worn in public at all times. A full 24-hour ban on non-essential movement was also imposed for the second weekend running on Friday, June 26, to Saturday, June 27, and similar measures are likely on Friday, July 3, to Saturday, July 4.


Lockdown measures have also been imposed in Marsa al Brega in eastern Libya for a week from June 27 through July 4.


Land and sea border crossing points within GNA territory were closed by Prime Minister Fayez al-Sarraj on March 16. All mosques, schools, restaurants, wedding halls, parks, and shops remain closed as a precaution. 

(Active cases: 891)


ANGOLA

While the number of cases of COVID-19 in Angola remains relatively low, instances of local transmission are steadily increasing.   Angola continues to operate under a government-imposed “State of Calamity.”  Health centers and hospitals have resumed full operations; businesses may be fully staffed as of June 29; restaurants may stay open until 10:30 p.m. with seating limited to 50 percent of capacity; public transportation may operate at 75 percent of passenger capacity; and hotels and guest houses may reopen to the public.  Beaches, pools, and marinas remain closed, as do movie theaters, libraries, and media centers.  Face masks are still required when shopping, on public transportation, and in any public offices, and everyone is encouraged to adhere to social distancing.


Angola remains closed to commercial flights. The Angolan government has extended the validity of visas for foreigners until August 31.  Anyone arriving in Angola must present proof of a negative COVID-19 test; passengers may take the test up to eight days prior to entering the country and will be given credit for those days towards the mandatory 14-day quarantine.  Land borders remain closed for all but commercial transport, and Luanda Province remains closed to overland personal travel or domestic passenger flights. 

(Active cases: 315)

 

MOZAMBIQUE


Mozambique receives donation from British High Commission in Maputo and WHO. British High Commission in Maputo, WHO donated 13 laptops + modems to MoH to support with COVID19 response. This is to better ensure effective implementation and monitoring of community activities as well as to enable community actors to keep up with virtual trainings for the response. 


President Filipe Nyusi announced on Sunday, June 28, that Mozambique's state of emergency in response to the coronavirus disease (COVID-19) pandemic has been extended by 30 days until July 30. Level three lockdown measures will remain in place during the extended state of emergency, with residents urged to stay home, except for essential reasons, and the use of face masks being mandatory on public and private communal transport and at gatherings. However, Nyusi announced that some restrictions will begin to be eased in the coming days, including the reopening of schools. Lockdown measures on key economic sectors such as tourism, culture, and business services will also be eased, allowing some businesses, resorts, and restaurants to reopen. However, social distancing and hygiene measures must be adhered to and more stringent restrictions may be reintroduced in response to local COVID-19 outbreaks.


In order to support international business and tourism, the suspension of international flights to and from Mozambique has also been lifted, allowing business travellers, tourists, and essential personnel to enter the country from a number of designated 'safe' countries. However, Nyusi did not specify which countries would see the resumption of commercial flights and it is unclear what quarantine or testing requirements will be in place for international arrivals. LAM Mozambique Airlines continues to operate domestic flights and international airfreight operations.

(Active cases: 918)


TANZANIA

Schools has reopened on 29 June and President John Magufuli has said the virus has been largely defeated, but the lack of data has led to increasing concern over the true level of infections.


Tanzania's neighbors as well as international health organizations have expressed concerns that downplaying the epidemic there could adversely impact the wider region. 

In mid June, the country's prime minister told parliament there were 66 active coronavirus cases, but provided no further details.


Apart from this announcement, the government has not been releasing any data on infections or deaths. The president has said releasing the figures was causing unnecessary panic.

(Active cases: 509)


MALAWI

Malawi’s do-over election was fraught with tensions and uncertainty amid Covid-19 fears. On June 28, 2020, Malawi’s new president, Lazarus Chakwera was sworn in as president following a rerun vote on June 23, in which he won 58.57 percent of the vote.


Polls opened across Malawi on Tuesday, in what appears to be a historic moment for the southern African country and potentially democracies across the continent. For the first time ever, the country is redoing its presidential election following the annulment of last year’s election results due to irregularities.


But the redo of the election is happening at unprecedented time with the strike of Covid-19.  Social distancing isn’t being observed at some polling centers in the country and few people have masks. The electoral commission advised people to bring their own pens from home used for voting to avoid contracting the virus.

(Active cases: 1342) 
 

SOMALIA


On Monday, April 13, General Abdi Hassan Mohamed Hajar, Somali commander of police, announced that a nighttime curfew would be implemented in Mogadishu for an indefinite period from Wednesday, April 15 to curb the spread of coronavirus disease (COVID-19). The nightly curfew will be in effect between 20:00 and 05:00 (local time). Also, all international flights to and from Somalia are indefinitely suspended.

(Active cases: 2944)

Related Keyphrases:

COVID 19 active cases | 66 active coronavirus cases | regular international flights | southern African country | West African country | international health organizations | confirmed 6698 cases | populous country relaxes | Level three lockdown measures | s election results due | international flights | effective July 1 | support international business | s circumstances cost Morocco

Major African countries update regarding COVID 19 active cases and lockdown status as of June 26th:-


  • Confirmed cases = 347,836
  • Active cases = 172,692
  • Recoveries = 166,074
  • Number of deaths = 9,070

Nigeria- government announced a $6bn stimulus package to support businesses hardest hit by the coronavirus pandemic. A committee led by Vice-President Yemi Osinbajo put forward the proposal.


South Africa- Due to spike in cases in South Africa, Johannesburg and Cape Town, could lead to a return to stricter lockdown measures.


Kenya- Nairobi lockdown has been extended to 7 July. Restrictions on road, rail and air transport to and from the Nairobi Metropolitan area, and Mombasa and Mandera Counties are in place until 7 July. The land borders with Somalia, Uganda and Ethiopia have closed, with the exception of cargo trucks. Ethiopian Airlines will operate a commercial charter flight departing Nairobi (NBO) on Thursday, July 2nd. The flight will route through Addis Ababa to multiple U.S. destinations. 


Morocco- The prime minister of Morocco, announced that the country would start easing restrictions that had been put in place to curb the spread of the COVID-19 virus. The prime minister stated that he would lift all restrictions completely by July 10, 2020.


Zambia- Zambian President Edgar Lungu announced the country will further ease its COVID-19 restrictions to spur economic growth


Senegal- The Government of Senegal extended the current State of Emergency through July 2, Under the new rules, curfews will run from 9:00 pm to 5:00 am, shaving two hours off the current restrictions.



Detailed updates are as below:


NIGERIA

government announced a $6bn stimulus package to support businesses hardest hit by the coronavirus pandemic. A committee led by Vice-President Yemi Osinbajo put forward the proposal. Meanwhile the federal aviation authority has reported that the Lagos local airport was preparing for the resumption of local flights. Even though local flights were expected to resume this week, authorities announced a postponement according to local media outlets. But for many other Nigerians, their concern is as to when air traffic will be opened for international travel. Currently, the only international airlines flying into the country are those evacuating citizens from across the world and those undertaking humanitarian work like that of most aid agencies.The use of face masks in public places and social distancing rules remain in place. Businesses such as bars, gyms, clubs, and spas are still closed. Restrictions on movement between 22:00 and 04:00 (local time) are also in place, with the exception of the transporting of agricultural produce, manufactured goods, petroleum products, and other essential goods. Public employees have been advised to remain at home unless they are providing essential services.

(Active cases: 22614) 


SOUTH AFRICA

South African authorities have confirmed 101,590 cases of the coronavirus disease (COVID-19) and 1991 associated deaths. The country is currently at level three of its five-level lockdown approach system, with the list of restrictions associated with each level.

A nighttime curfew remains in place between 20:00 to 05:00 (local time). Interprovincial travel is not permitted except to return to work with proof of employment and in exceptional circumstances, such as funerals (with approval) or essential services. Social gatherings and the sale of tobacco products remain prohibited, and the wearing of face masks in public is compulsory. Although permitted to reopen, stores have to ensure that there is temperature screening of patrons upon entry and that hand sanitizer is available; social distancing measures remain in place. All nonessential domestic travel continues to be discouraged. Domestic flights are now allowed, although air travel for recreational, leisure, or tourism purposes is prohibited.

President Cyril Ramaphosa has warned that spikes of COVID-19 infections in hotspots, such as Johannesburg and Cape Town, could lead to a return to stricter lockdown measures.

International travel is suspended indefinitely. Citizens are only allowed to leave their homes for essential needs and must respect social distancing orders.

(Active cases: 118375) 


KENYA

Kenya continues to battle the COVID-19 pandemic with cases steadily rising each day. Government have locked down a handful of counties including the capital Nairobi and imposed a night-time curfew as part of containment efforts. Kenya is the fourth most impacted country in the East / Horn of Africa region only behind Djibouti, Sudan and Somalia. Government also rolled out mass testing in virus hot spots, borders remain shut and a ban on public gatherings continues.  Ethiopian Airlines will operate a commercial charter flight departing Nairobi (NBO) on Thursday, July 2nd. The flight will route through Addis Ababa to multiple U.S. destinations.  All international flights are suspended until further notice. Any returning Kenyan residents are subject to self-quarantine or quarantine at a government-designated facility for 14 days upon arrival. Nairobi lockdown has been extended to 7 July. Restrictions on road, rail and air transport to and from the Nairobi Metropolitan area, and Mombasa and Mandera Counties are in place until 7 July. The land borders with Somalia, Uganda and Ethiopia have closed, with the exception of cargo trucks.

(Active cases: 5384)


MOROCCO

The prime minister of Morocco announced that the country would start easing restrictions that had been put in place to curb the spread of the COVID-19 virus. The prime minister stated that he would lift all restrictions completely by July 10, 2020. Morocco has been on lockdown since March 20, 2020. During his meeting with the Parliament on the following day, the prime minister announced that traveling among provinces would be allowed; shops, cafes, and restaurants could open in areas where infection rates were lower; and efforts aimed at recovering local tourism would begin. He added that the easing of the lockdown was made possible because of the sufficient stock of medical equipment, the increase in the number of screenings, and the continuation of the system for tracing COVID-19.

(Active cases: 11338)


ZAMBIA

Zambian President Edgar Lungu announced the country will further ease its COVID-19 restrictions to spur economic growth. After easing some restrictions last month, the Zambian leader announced the reopening of international airports that were closed as part of efforts to contain the pandemic. He said during a national address on the COVID-19 pandemic that the reopening of the international airports was expected to result in the increased flow of international tourists, but called for heightened preventive measures at the three airports.He said bars and night clubs will remain closed until the country starts experiencing favourable weather while the remaining classes in schools and colleges will reopen once the cold season was over.

(Active cases: 1497)


ETHIOPIA

Ethiopia is one of East / Horn of Africa’s least impacted nations as compared to rate of COVID-19 case growth and infection of its neighbors. A state of emergency lasting five-months has been imposed by the Prime Minister Abiy Ahmed led government. All land borders have since been shut as a virus control measure with a raft of restrictions and enforcement of physical distancing and mask wearing measures. Elections planned for May this year were also postponed citing the effect of the pandemic. Ethiopian Airlines has suspended flights due to this pandemic.  

(Active cases: 5175)


SENEGAL

The Government of Senegal extended the current State of Emergency through July 2, Under the new rules, curfews will run from 9:00 pm to 5:00 am, shaving two hours off the current restrictions. Senegalese President Macky Sall announced the re-opening of mosques and churches and the easing of other restrictions imposed to contain the coronavirus, even as the largest one-day jump in cases was recorded on Monday. Sall ordered places of worship closed in March and imposed a dawn-to-dusk curfew. Since then, the daily pace of new cases has picked up, 177 on Monday from a previous high of 104, with increasing community transmission in hotspots such as the holy city of Touba. Schools will remain closed until further notice. On May 30, the Government of Senegal extended the suspension of all international air travel (with limited exceptions) through June 30, 2020. Land borders are closed.

(Active cases: 6233)


RWANDA

Rwanda says it will announce new restrictions on containing the coronavirus Tuesday, a stark reversal of the country's plan days ago to ease restrictions, including motor vehicle travel throughout the country. Rwanda's latest move is linked to the east African country’s first recorded death from the coronavirus and a surge in cases over the weekend.  Public transport in Rusizi and Rubavu districts remains closed. Borders remain closed. Rwanda also decided to continue restrictions on motor vehicle travel between provinces and the City of Kigali in an effort to protect the public from the spread of the virus. 

(Active cases: 639)


UGANDA

Uganda Civil Aviation Authority (UCAA) has announced new measures to contain the spread of Covid-19 as it plans the reopening of the country's Entebbe International Airport. Only humanitarian, evacuation and cargo flights are allowed.  The government has not announced when the airport would be opened but it has started easing the Covid-19 lockdown restrictions. Public and private transport, shops, restaurants and hotels are all reopened. Public gatherings, worship centers and schools remain closed, and a night curfew is still in place. While the country is easing the restrictions, Covid-19 cases are increasing and the national tally is 657, including 118 recoveries. No death has been registered, according to figures from the Ministry of Health.

(Active cases: 821)


GHANA

Ghana is West Africa’s most impacted nation behind Nigeria. President Akufo-Addo in his tenth address announced that whiles borders remained closed, some categories of academic institutions are allowed to resume, religious places can also reopen with strict conditions and the observance of health protocols. Social gatherings -weddings, funerals etc. – are to be allowed under certain conditions. As the 2020 polls loom, even political activity is allowed to be undertaken.


From Friday, June 5, schools have reopened for final year students, and conferences, weddings, burials, non-contact sport, and political activities, all with less than 100 participants, are permitted to resume. Also, Faith-based organizations allowed to start communal worship, effective Friday, June 5, amid social distancing and hygiene protocols, all schools, both private and public remain closed. Only final year students access those facilities. Each student, teacher and non-teaching staff will be provided with reusable face mask by the Ministry of Education prior to reopening for final year students. Festivals, sporting events, nightclubs, cinemas, and political rallies will remain banned, and the closure of Ghana's borders has been extended indefinitely.


All vehicles undertaking intra-city travel must reduce their number of passengers to observe social-distancing measures. It is mandatory for all individuals to wear face masks in public in the Greater Accra Region and in Cape Coast Metropolis.

(Active cases: 15473)


LIBYA


The Tripoli-based Government of National Accord (GNA) announced on Wednesday, June 17, that it would be extending the lockdown in the areas it controls for a further ten days until Saturday, June 27, in efforts to curb the spread of the coronavirus disease (COVID-19).


The decision comes as the number of cases continues to rise daily nationwide. Following advice from health authorities, the daily curfew which is in effect between 20:00 and 06:00 (local time) will also be extended during this time and a 24-hour curfew will be imposed for Friday, June 19, and Saturday, June 20. Health authorities have also recommended that facemasks be made compulsory to be worn by all individuals.


Land and sea border crossing points within GNA territory were closed by Prime Minister Fayez al-Sarraj on Monday, March 16. All mosques, schools, restaurants, wedding halls, parks, and shops remain closed as a precaution. 

(Active cases: 698)


ANGOLA

Citizens are urged to stay at home where possible, but some commercial activities are allowed to resume, under certain health conditions. Permitted capacities in workplaces will gradually increase in incremental phases between May 26 and July 27. Restaurants are allowed to reopen at lunchtime between Monday and Saturday and until 22:30 from June 8. Establishments must ensure diners are spaced two meters (6 ft) apart, tables are limited to four people, and the restaurant is under 50 percent capacity. Markets and street vendors can operate between 06:00 and 15:00(local time), with buyers and sellers required to wear face masks and maintain social distance. Informal markets with a large concentration of people are prohibited. Hotels may reopen but temperature checks will be mandatory at the entrance and stringent cleaning policies must be adhered to. Nightlife establishments remain closed until further regulations are approved.


Recreational, cultural, and leisure activities will resume in three phases. From June 8, museums, theaters, monuments, exhibitions, fairs, and art galleries are operating. Libraries will reopen on July 13, and cinemas from July 31. In all cases rooms will be limited to 50 percent capacity, face masks will be mandatory, and social distance must be maintained.


All commercial flights to and from Angola have been suspended indefinitely since March 20 and Angola's borders remain closed. However, under the new state of calamity Angolan nationals and foreign residents can now return, subject to medical checks. 

(Active cases: 212)


MOZAMBIQUE


The Mozambican Government announced a continuation of the Level-3 State of Emergency until June 30. Some of the measures include use of face masks in all public places, on public and private communal transport, and in any gathering of people, continued closure of all schools, prohibition of cultural, recreational, and sports activities in public spaces, closure of entertainment establishments, including museums, theaters, libraries, bars, pools, and gyms, closure of all beaches for leisure activities with the exception of physical fitness activities, suspension of religious services and celebrations in all places of worship, reduction of workforce to 1/3 present at work place with turnover of teams every 15 days, continued business at markets from 6 a.m. – 5 p.m. subject to recommendation of competent health authorities and implementation of prevention and control measures within the markets.

Mozambique’s civil aviation authority has suspended international passenger flights until further notice.

(Active cases: 788)


TANZANIA

President John Pombe Magufuli has ordered that all schools across the country be reopened at the end of this month. He gave the directives during a speech at the dissolution of the 11th parliament yesterday. The order comes weeks after universities and other institutions of learning resumed teaching and learning activities with strict guidelines. The president said "I believe, and I'm certain that many Tanzanians believe, that the corona disease has been eliminated by God," he told worshippers on Sunday.

Mr Magufuli also commended the priest and worshippers for not wearing gloves and masks to protect themselves from the virus.

Also, Schools were shut in March due to the coronavirus outbreak. The latest order means Tanzania becomes the first in the region to order a full reopening of schools. Weeks back, international air space was opened with government having declared victory over the virus. 

(Active cases: 509)


MALAWI

Malawi was one of the last countries in the world to announce its first case of Covid-19. But ever since, it has been embroiled in a constitutional row about a lockdown the government wants to impose to tackle the pandemic. The High Court took the unprecedented step of blocking the government's plans who wanted to impose another 21 days lockdown after May 9th until more had been done to help those worst affected. Now, President Peter Mutharika has announced an emergency cash transfer program for the poorest people in what is one of the world's poorest countries. The government will target 172,000 households, who will receive a monthly payment equivalent to almost $50 (£40) through mobile money transfer from Friday. The Malawi Department of Civil Aviation announced that all international flights to and from Malawi will be suspended until further notice.

(Active cases: 960) 


SOMALIA


On Monday, April 13, General Abdi Hassan Mohamed Hajar, Somali commander of police, announced that a nighttime curfew would be implemented in Mogadishu for an indefinite period from Wednesday, April 15 to curb the spread of coronavirus disease (COVID-19). The nightly curfew will be in effect between 20:00 and 05:00 (local time). Also, all international flights to and from Somalia are indefinitely suspended.

(Active cases: 2878)

Description:

Major African countries update regarding COVID 19 active cases and lockdown status as of June 26th:-


  • Confirmed cases = 347,836
  • Active cases = 172,692
  • Recoveries = 166,074
  • Number of deaths = 9,070

Nigeria- government announced a $6bn stimulus package to support businesses hardest hit by the coronavirus pandemic. A committee led by Vice-President Yemi Osinbajo put forward the proposal.


South Africa- Due to spike in cases in South Africa, Johannesburg and Cape Town, could lead to a return to stricter lockdown measures.


Kenya- Nairobi lockdown has been extended to 7 July. Restrictions on road, rail and air transport to and from the Nairobi Metropolitan area, and Mombasa and Mandera Counties are in place until 7 July. The land borders with Somalia, Uganda and Ethiopia have closed, with the exception of cargo trucks. Ethiopian Airlines will operate a commercial charter flight departing Nairobi (NBO) on Thursday, July 2nd. The flight will route through Addis Ababa to multiple U.S. destinations. 


Morocco- The prime minister of Morocco, announced that the country would start easing restrictions that had been put in place to curb the spread of the COVID-19 virus. The prime minister stated that he would lift all restrictions completely by July 10, 2020.


Zambia- Zambian President Edgar Lungu announced the country will further ease its COVID-19 restrictions to spur economic growth


Senegal- The Government of Senegal extended the current State of Emergency through July 2, Under the new rules, curfews will run from 9:00 pm to 5:00 am, shaving two hours off the current restrictions.



Detailed updates are as below:


NIGERIA

government announced a $6bn stimulus package to support businesses hardest hit by the coronavirus pandemic. A committee led by Vice-President Yemi Osinbajo put forward the proposal. Meanwhile the federal aviation authority has reported that the Lagos local airport was preparing for the resumption of local flights. Even though local flights were expected to resume this week, authorities announced a postponement according to local media outlets. But for many other Nigerians, their concern is as to when air traffic will be opened for international travel. Currently, the only international airlines flying into the country are those evacuating citizens from across the world and those undertaking humanitarian work like that of most aid agencies.The use of face masks in public places and social distancing rules remain in place. Businesses such as bars, gyms, clubs, and spas are still closed. Restrictions on movement between 22:00 and 04:00 (local time) are also in place, with the exception of the transporting of agricultural produce, manufactured goods, petroleum products, and other essential goods. Public employees have been advised to remain at home unless they are providing essential services.

(Active cases: 22614) 


SOUTH AFRICA

South African authorities have confirmed 101,590 cases of the coronavirus disease (COVID-19) and 1991 associated deaths. The country is currently at level three of its five-level lockdown approach system, with the list of restrictions associated with each level.

A nighttime curfew remains in place between 20:00 to 05:00 (local time). Interprovincial travel is not permitted except to return to work with proof of employment and in exceptional circumstances, such as funerals (with approval) or essential services. Social gatherings and the sale of tobacco products remain prohibited, and the wearing of face masks in public is compulsory. Although permitted to reopen, stores have to ensure that there is temperature screening of patrons upon entry and that hand sanitizer is available; social distancing measures remain in place. All nonessential domestic travel continues to be discouraged. Domestic flights are now allowed, although air travel for recreational, leisure, or tourism purposes is prohibited.

President Cyril Ramaphosa has warned that spikes of COVID-19 infections in hotspots, such as Johannesburg and Cape Town, could lead to a return to stricter lockdown measures.

International travel is suspended indefinitely. Citizens are only allowed to leave their homes for essential needs and must respect social distancing orders.

(Active cases: 118375) 


KENYA

Kenya continues to battle the COVID-19 pandemic with cases steadily rising each day. Government have locked down a handful of counties including the capital Nairobi and imposed a night-time curfew as part of containment efforts. Kenya is the fourth most impacted country in the East / Horn of Africa region only behind Djibouti, Sudan and Somalia. Government also rolled out mass testing in virus hot spots, borders remain shut and a ban on public gatherings continues.  Ethiopian Airlines will operate a commercial charter flight departing Nairobi (NBO) on Thursday, July 2nd. The flight will route through Addis Ababa to multiple U.S. destinations.  All international flights are suspended until further notice. Any returning Kenyan residents are subject to self-quarantine or quarantine at a government-designated facility for 14 days upon arrival. Nairobi lockdown has been extended to 7 July. Restrictions on road, rail and air transport to and from the Nairobi Metropolitan area, and Mombasa and Mandera Counties are in place until 7 July. The land borders with Somalia, Uganda and Ethiopia have closed, with the exception of cargo trucks.

(Active cases: 5384)


MOROCCO

The prime minister of Morocco announced that the country would start easing restrictions that had been put in place to curb the spread of the COVID-19 virus. The prime minister stated that he would lift all restrictions completely by July 10, 2020. Morocco has been on lockdown since March 20, 2020. During his meeting with the Parliament on the following day, the prime minister announced that traveling among provinces would be allowed; shops, cafes, and restaurants could open in areas where infection rates were lower; and efforts aimed at recovering local tourism would begin. He added that the easing of the lockdown was made possible because of the sufficient stock of medical equipment, the increase in the number of screenings, and the continuation of the system for tracing COVID-19.

(Active cases: 11338)


ZAMBIA

Zambian President Edgar Lungu announced the country will further ease its COVID-19 restrictions to spur economic growth. After easing some restrictions last month, the Zambian leader announced the reopening of international airports that were closed as part of efforts to contain the pandemic. He said during a national address on the COVID-19 pandemic that the reopening of the international airports was expected to result in the increased flow of international tourists, but called for heightened preventive measures at the three airports.He said bars and night clubs will remain closed until the country starts experiencing favourable weather while the remaining classes in schools and colleges will reopen once the cold season was over.

(Active cases: 1497)


ETHIOPIA

Ethiopia is one of East / Horn of Africa’s least impacted nations as compared to rate of COVID-19 case growth and infection of its neighbors. A state of emergency lasting five-months has been imposed by the Prime Minister Abiy Ahmed led government. All land borders have since been shut as a virus control measure with a raft of restrictions and enforcement of physical distancing and mask wearing measures. Elections planned for May this year were also postponed citing the effect of the pandemic. Ethiopian Airlines has suspended flights due to this pandemic.  

(Active cases: 5175)


SENEGAL

The Government of Senegal extended the current State of Emergency through July 2, Under the new rules, curfews will run from 9:00 pm to 5:00 am, shaving two hours off the current restrictions. Senegalese President Macky Sall announced the re-opening of mosques and churches and the easing of other restrictions imposed to contain the coronavirus, even as the largest one-day jump in cases was recorded on Monday. Sall ordered places of worship closed in March and imposed a dawn-to-dusk curfew. Since then, the daily pace of new cases has picked up, 177 on Monday from a previous high of 104, with increasing community transmission in hotspots such as the holy city of Touba. Schools will remain closed until further notice. On May 30, the Government of Senegal extended the suspension of all international air travel (with limited exceptions) through June 30, 2020. Land borders are closed.

(Active cases: 6233)


RWANDA

Rwanda says it will announce new restrictions on containing the coronavirus Tuesday, a stark reversal of the country's plan days ago to ease restrictions, including motor vehicle travel throughout the country. Rwanda's latest move is linked to the east African country’s first recorded death from the coronavirus and a surge in cases over the weekend.  Public transport in Rusizi and Rubavu districts remains closed. Borders remain closed. Rwanda also decided to continue restrictions on motor vehicle travel between provinces and the City of Kigali in an effort to protect the public from the spread of the virus. 

(Active cases: 639)


UGANDA

Uganda Civil Aviation Authority (UCAA) has announced new measures to contain the spread of Covid-19 as it plans the reopening of the country's Entebbe International Airport. Only humanitarian, evacuation and cargo flights are allowed.  The government has not announced when the airport would be opened but it has started easing the Covid-19 lockdown restrictions. Public and private transport, shops, restaurants and hotels are all reopened. Public gatherings, worship centers and schools remain closed, and a night curfew is still in place. While the country is easing the restrictions, Covid-19 cases are increasing and the national tally is 657, including 118 recoveries. No death has been registered, according to figures from the Ministry of Health.

(Active cases: 821)


GHANA

Ghana is West Africa’s most impacted nation behind Nigeria. President Akufo-Addo in his tenth address announced that whiles borders remained closed, some categories of academic institutions are allowed to resume, religious places can also reopen with strict conditions and the observance of health protocols. Social gatherings -weddings, funerals etc. – are to be allowed under certain conditions. As the 2020 polls loom, even political activity is allowed to be undertaken.


From Friday, June 5, schools have reopened for final year students, and conferences, weddings, burials, non-contact sport, and political activities, all with less than 100 participants, are permitted to resume. Also, Faith-based organizations allowed to start communal worship, effective Friday, June 5, amid social distancing and hygiene protocols, all schools, both private and public remain closed. Only final year students access those facilities. Each student, teacher and non-teaching staff will be provided with reusable face mask by the Ministry of Education prior to reopening for final year students. Festivals, sporting events, nightclubs, cinemas, and political rallies will remain banned, and the closure of Ghana's borders has been extended indefinitely.


All vehicles undertaking intra-city travel must reduce their number of passengers to observe social-distancing measures. It is mandatory for all individuals to wear face masks in public in the Greater Accra Region and in Cape Coast Metropolis.

(Active cases: 15473)


LIBYA


The Tripoli-based Government of National Accord (GNA) announced on Wednesday, June 17, that it would be extending the lockdown in the areas it controls for a further ten days until Saturday, June 27, in efforts to curb the spread of the coronavirus disease (COVID-19).


The decision comes as the number of cases continues to rise daily nationwide. Following advice from health authorities, the daily curfew which is in effect between 20:00 and 06:00 (local time) will also be extended during this time and a 24-hour curfew will be imposed for Friday, June 19, and Saturday, June 20. Health authorities have also recommended that facemasks be made compulsory to be worn by all individuals.


Land and sea border crossing points within GNA territory were closed by Prime Minister Fayez al-Sarraj on Monday, March 16. All mosques, schools, restaurants, wedding halls, parks, and shops remain closed as a precaution. 

(Active cases: 698)


ANGOLA

Citizens are urged to stay at home where possible, but some commercial activities are allowed to resume, under certain health conditions. Permitted capacities in workplaces will gradually increase in incremental phases between May 26 and July 27. Restaurants are allowed to reopen at lunchtime between Monday and Saturday and until 22:30 from June 8. Establishments must ensure diners are spaced two meters (6 ft) apart, tables are limited to four people, and the restaurant is under 50 percent capacity. Markets and street vendors can operate between 06:00 and 15:00(local time), with buyers and sellers required to wear face masks and maintain social distance. Informal markets with a large concentration of people are prohibited. Hotels may reopen but temperature checks will be mandatory at the entrance and stringent cleaning policies must be adhered to. Nightlife establishments remain closed until further regulations are approved.


Recreational, cultural, and leisure activities will resume in three phases. From June 8, museums, theaters, monuments, exhibitions, fairs, and art galleries are operating. Libraries will reopen on July 13, and cinemas from July 31. In all cases rooms will be limited to 50 percent capacity, face masks will be mandatory, and social distance must be maintained.


All commercial flights to and from Angola have been suspended indefinitely since March 20 and Angola's borders remain closed. However, under the new state of calamity Angolan nationals and foreign residents can now return, subject to medical checks. 

(Active cases: 212)


MOZAMBIQUE


The Mozambican Government announced a continuation of the Level-3 State of Emergency until June 30. Some of the measures include use of face masks in all public places, on public and private communal transport, and in any gathering of people, continued closure of all schools, prohibition of cultural, recreational, and sports activities in public spaces, closure of entertainment establishments, including museums, theaters, libraries, bars, pools, and gyms, closure of all beaches for leisure activities with the exception of physical fitness activities, suspension of religious services and celebrations in all places of worship, reduction of workforce to 1/3 present at work place with turnover of teams every 15 days, continued business at markets from 6 a.m. – 5 p.m. subject to recommendation of competent health authorities and implementation of prevention and control measures within the markets.

Mozambique’s civil aviation authority has suspended international passenger flights until further notice.

(Active cases: 788)


TANZANIA

President John Pombe Magufuli has ordered that all schools across the country be reopened at the end of this month. He gave the directives during a speech at the dissolution of the 11th parliament yesterday. The order comes weeks after universities and other institutions of learning resumed teaching and learning activities with strict guidelines. The president said "I believe, and I'm certain that many Tanzanians believe, that the corona disease has been eliminated by God," he told worshippers on Sunday.

Mr Magufuli also commended the priest and worshippers for not wearing gloves and masks to protect themselves from the virus.

Also, Schools were shut in March due to the coronavirus outbreak. The latest order means Tanzania becomes the first in the region to order a full reopening of schools. Weeks back, international air space was opened with government having declared victory over the virus. 

(Active cases: 509)


MALAWI

Malawi was one of the last countries in the world to announce its first case of Covid-19. But ever since, it has been embroiled in a constitutional row about a lockdown the government wants to impose to tackle the pandemic. The High Court took the unprecedented step of blocking the government's plans who wanted to impose another 21 days lockdown after May 9th until more had been done to help those worst affected. Now, President Peter Mutharika has announced an emergency cash transfer program for the poorest people in what is one of the world's poorest countries. The government will target 172,000 households, who will receive a monthly payment equivalent to almost $50 (£40) through mobile money transfer from Friday. The Malawi Department of Civil Aviation announced that all international flights to and from Malawi will be suspended until further notice.

(Active cases: 960) 


SOMALIA


On Monday, April 13, General Abdi Hassan Mohamed Hajar, Somali commander of police, announced that a nighttime curfew would be implemented in Mogadishu for an indefinite period from Wednesday, April 15 to curb the spread of coronavirus disease (COVID-19). The nightly curfew will be in effect between 20:00 and 05:00 (local time). Also, all international flights to and from Somalia are indefinitely suspended.

(Active cases: 2878)

Related Keyphrases:

COVID 19 active cases | international passenger flights | announce new restrictions | international air travel | lockdown restrictions | social distancing measures | new cases | restrictions last month | international flights | current restrictions | restrictions associated | Zambian President Edgar Lungu | international air space | Senegalese President Macky Sall | cases rooms

Major African countries update regarding COVID 19 active cases and lockdown status as of June 19th:-

  • Confirmed cases = 267,818
  • Number of deaths = 7,219
  • Recoveries = 123,054
  • Active cases = 137,545


Nigeria- Lagos state announced that the reopening of places of worship would be delayed. Domestic flights in Nigeria are scheduled to resume from Sunday, June 21.


South Africa- South Africa has opted to ease lockdown restrictions further even though coronavirus cases are beginning to rise rapidly, parts of the leisure industry will reopen soon.


Libya- The Tripoli-based Government of National Accord (GNA) extension the lockdown in the areas it controls for a further ten days until Saturday, June 27.


Kenya- It is expected that air travel will be fully operational by the third quarter of the year. The airline sees the move as the best-case scenario but warns that the ultimate length of suspension of the flight business is still uncertain.


Morocco- Zone one, which currently includes predominantly rural provinces and prefectures, will see restrictions eased significantly, with the lifting of movement restrictions within the region and the reopening of some non-essential businesses. zone two, which covers all major cities including Rabat, Casablanca, and Marrakech, although opening hours for essential businesses have been extended until 20:00 (local time).


Ethiopia- Elections planned for May this year were also postponed citing the effect of the pandemic.


Senegal- The Government of Senegal extended the current State of Emergency through July 2, Under the new rules, curfews will run from 9:00 pm to 5:00 am, shaving two hours off the current restrictions.



Detailed updates are as below:


NIGERIA

On Tuesday, June 16, authorities in Lagos state announced that the reopening of places of worship, which were closed as a precaution to limit the spread of the coronavirus disease (COVID-19), would be delayed. Mosques and churches were expected to reopen on Friday, June 19, but will now remain closed until further notice. As of Wednesday, June 17, places of worship in the rest of Nigeria are to reopen on Friday as planned.

Interstate travel remains restricted, although domestic flights in Nigeria are scheduled to resume from Sunday, June 21. Flights will initially depart from Abuja Nnamdi Azikiwe International Airport (ABV), Lagos Murtala Mohammed International Airport (LOS), Mallam Aminu Kano International Airport (KAN), Port Harcourt International Airport (PHC), and Owerri Sam Mbakwe International Cargo Airport (QOW). Other airports will be permitted to operate following further review. The government offered no comment on when international flights will be permitted, with only emergency and cargo flights currently operating.

The use of face masks in public places and social distancing rules remain in place. Businesses such as bars, gyms, clubs, and spas are still closed. Restrictions on movement between 22:00 and 04:00 (local time) are also in place, with the exception of the transporting of agricultural produce, manufactured goods, petroleum products, and other essential goods. Public employees have been advised to remain at home unless they are providing essential services.

(Active cases: 18480) 


SOUTH AFRICA

In the face of a deteriorating economic situation, South Africa's President Cyril Ramaphosa has opted to ease lockdown restrictions further even though coronavirus cases are beginning to rise rapidly. In the past week alone, the number has increased by 37%.


The president highlighted the need to preserve peoples' livelihoods, as a result he said that parts of the leisure industry will reopen soon. At the end of March, the country entered into one of the strictest lockdown regimes in the world, almost all movement outside was restricted, and the sale of cigarettes and alcohol was banned. Nevertheless, sit-down restaurants, casinos, hotels and hairdressers, among other businesses will now be able to reopen, which could see half a million people going back to work but no date was set for when this will happen. At the beginning of the month, the key mining sector as well as manufacturing businesses were allowed to return to normal production levels. People were also allowed outside and the ban on the sale of alcohol to drink at home was lifted between Monday and Thursday.


South Africa's economy has taken a massive knock as a result of months of lockdown and the further easing of restrictions will be welcome relief to struggling small business owners. Following further discussions with industry representatives on stringent prevention protocols, and after advice from scientists and consultation with Premiers, Cabinet has decided to ease restrictions on certain other economic activities like Restaurants for ‘sit-down’ meals, Accredited and licensed accommodation with the exception of home sharing accommodation like Airbnb, Conferences and meetings for business purposes and in line with restrictions on public gatherings, Cinemas and theatres, to be aligned to limitations on the gathering of people, Casinos, Personal care services, including hairdressers and beauty services, Non-contact sports such as golf, tennis, cricket and others while contact sports will be allowed only for training and modified activities with restricted use of facilities.


(Active cases: 83890) 


GHANA

Ghana is West Africa’s most impacted nation behind Nigeria. President Akufo-Addo in his tenth address announced that whiles borders remained closed, some categories of academic institutions are allowed to resume, religious places can also reopen with strict conditions and the observance of health protocols. Social gatherings -weddings, funerals etc. – are to be allowed under certain conditions. As the 2020 polls loom, even political activity is allowed to be undertaken.


From Friday, June 5, schools have reopened for final year students, and conferences, weddings, burials, non-contact sport, and political activities, all with less than 100 participants, are permitted to resume. Also, Faith-based organizations allowed to start communal worship, effective Friday, June 5, amid social distancing and hygiene protocols, all schools, both private and public remain closed. Only final year students access those facilities. Each student, teacher and non-teaching staff will be provided with reusable face mask by the Ministry of Education prior to reopening for final year students. Festivals, sporting events, nightclubs, cinemas, and political rallies will remain banned, and the closure of Ghana's borders has been extended indefinitely.


All vehicles undertaking intra-city travel must reduce their number of passengers to observe social-distancing measures. It is mandatory for all individuals to wear face masks in public in the Greater Accra Region and in Cape Coast Metropolis.


(Active cases: 12929)


LIBYA


The Tripoli-based Government of National Accord (GNA) announced on Wednesday, June 17, that it would be extending the lockdown in the areas it controls for a further ten days until Saturday, June 27, in efforts to curb the spread of the coronavirus disease (COVID-19).


The decision comes as the number of cases continues to rise daily nationwide. Following advice from health authorities, the daily curfew which is in effect between 20:00 and 06:00 (local time) will also be extended during this time and a 24-hour curfew will be imposed for Friday, June 19, and Saturday, June 20. Health authorities have also recommended that facemasks be made compulsory to be worn by all individuals.


Land and sea border crossing points within GNA territory were closed by Prime Minister Fayez al-Sarraj on Monday, March 16. All mosques, schools, restaurants, wedding halls, parks, and shops remain closed as a precaution. 

(Active cases: 510)


KENYA

Kenya has recorded its highest single-day increase in new COVID-19 infections after the health ministry announced 184 new cases. The Chief Administrative Secretary in the Ministry of Health, Rashid Aman, announced the figure in a press briefing in Nairobi on Wednesday. Aman said the East African country’s numbers were increasing because of community transmission, noting that one more county had registered a case of the disease. 40 of Kenya’s 47 counties have recorded COVID-19 cases even as the government reiterates calls for stronger measures in the county level. Kenya has now reported a total of 4,044 COVID-19 infections with 107 deaths.

In a bid to stop further spread of COVID-19, the Kenyan government imposed a nationwide curfew and a partial lockdown, but these measures were eased last month as the country’s economy took a battering from the restrictions. Schools, churches, and institutions were also ordered shut as the government banned public gatherings. The current set of restrictions is due to end in early July, but fears remain the situation may not be contained by then. Kenya Airways (KQ) plans to resume passenger flights as soon as the government lifts a travel ban that had been imposed on international flights on March 22, ending months of lost revenue due to the COVID-19 pandemic. It is expected that air travel will be fully operational by the third quarter of the year. The airline sees the move as the best-case scenario but warns that the ultimate length of suspension of the flight business is still uncertain. Discussions with key industry stakeholders are going on in relation to a safe return to passenger routes, the airline says. The airline has been operating only cargo flights for essentials services such as medicine, but it has not been enough to sustain business given that it was already a loss territory before the coronavirus pandemic.

(Active cases: 4044)


MOROCCO

Morocco’s government was expected to further ease lockdown measures in the North African country from Wednesday while extending the public health state of emergency, according to informed sources at the interior ministry. Zone one, which currently includes predominantly rural provinces and prefectures, will see restrictions eased significantly, with the lifting of movement restrictions within the region and the reopening of some non-essential businesses. Parks and other public spaces will also be reopened, although public gatherings and events remain prohibited. More stringent restrictions will remain in place in zone two, which covers all major cities including Rabat, Casablanca, and Marrakech, although opening hours for essential businesses have been extended until 20:00 (local time). Movement restrictions within zone two areas remain in effect and permits are required for essential travel. Public gatherings and events also remain prohibited. 

(Active cases: 8997)


ZAMBIA

Zambia’s President Edgar Lungu says he will not authorize the re-opening of bars and nightclubs despite mounting pressure. Zambia currently has a total of 1,382 positive coronavirus cases out of 45,248 tests conducted. A total of 1,142 people have recovered while 11 have died from the virus. Mr Lungu ordered the closure of bars and nightclubs two months ago in a bid to fend off rising cases of Covid-19.He now says that although he has received recommendations for the re-opening of bars and nightclubs from stakeholders, such a decision will be guided by socio-economic and health considerations. The Government of Zambia has suspended all tourist visas until further notice. 

(Active cases: 1412) 


ETHIOPIA

Ethiopia is one of East / Horn of Africa’s least impacted nations as compared to rate of COVID-19 case growth and infection of its neighbors. A state of emergency lasting five-months has been imposed by the Prime Minister Abiy Ahmed led government. All land borders have since been shut as a virus control measure with a raft of restrictions and enforcement of physical distancing and mask wearing measures. Elections planned for May this year were also postponed citing the effect of the pandemic. Ethiopian Airlines has suspended flights due to this pandemic.  

(Active cases: 3759)


SENEGAL

The Government of Senegal extended the current State of Emergency through July 2, Under the new rules, curfews will run from 9:00 pm to 5:00 am, shaving two hours off the current restrictions. Senegalese President Macky Sall announced the re-opening of mosques and churches and the easing of other restrictions imposed to contain the coronavirus, even as the largest one-day jump in cases was recorded on Monday. Sall ordered places of worship closed in March and imposed a dawn-to-dusk curfew. Since then, the daily pace of new cases has picked up, 177 on Monday from a previous high of 104, with increasing community transmission in hotspots such as the holy city of Touba. Schools will remain closed until further notice. On May 30, the Government of Senegal extended the suspension of all international air travel (with limited exceptions) through June 30, 2020. Land borders are closed.

(Active cases: 5369)


RWANDA

Rwanda says it will announce new restrictions on containing the coronavirus Tuesday, a stark reversal of the country's plan days ago to ease restrictions, including motor vehicle travel throughout the country. Rwanda's latest move is linked to the east African country’s first recorded death from the coronavirus and a surge in cases over the weekend.  Public transport in Rusizi and Rubavu districts remains closed. Borders remain closed. Rwanda also decided to continue restrictions on motor vehicle travel between provinces and the City of Kigali in an effort to protect the public from the spread of the virus. 

(Active cases: 639)

UGANDA

Uganda Civil Aviation Authority (UCAA) has announced new measures to contain the spread of Covid-19 as it plans the reopening of the country's Entebbe International Airport. Only humanitarian, evacuation and cargo flights are allowed.  The government has not announced when the airport would be opened but it has started easing the Covid-19 lockdown restrictions. Public and private transport, shops, restaurants and hotels are all reopened. Public gatherings, worship centers and schools remain closed, and a night curfew is still in place. While the country is easing the restrictions, Covid-19 cases are increasing and the national tally is 657, including 118 recoveries. No death has been registered, according to figures from the Ministry of Health.

(Active cases: 732)

ANGOLA

Citizens are urged to stay at home where possible, but some commercial activities are allowed to resume, under certain health conditions. Permitted capacities in workplaces will gradually increase in incremental phases between May 26 and July 27. Restaurants are allowed to reopen at lunchtime between Monday and Saturday and until 22:30 from June 8. Establishments must ensure diners are spaced two meters (6 ft) apart, tables are limited to four people, and the restaurant is under 50 percent capacity. Markets and street vendors can operate between 06:00 and 15:00(local time), with buyers and sellers required to wear face masks and maintain social distance. Informal markets with a large concentration of people are prohibited. Hotels may reopen but temperature checks will be mandatory at the entrance and stringent cleaning policies must be adhered to. Nightlife establishments remain closed until further regulations are approved.


Recreational, cultural, and leisure activities will resume in three phases. From June 8, museums, theaters, monuments, exhibitions, fairs, and art galleries are operating. Libraries will reopen on July 13, and cinemas from July 31. In all cases rooms will be limited to 50 percent capacity, face masks will be mandatory, and social distance must be maintained.


All commercial flights to and from Angola have been suspended indefinitely since March 20 and Angola's borders remain closed. However, under the new state of calamity Angolan nationals and foreign residents can now return, subject to medical checks. 

(Active cases: 166)


GAMBIA

President Adama Barrow announced on Wednesday, June 10, that The Gambia's public health emergency in response to the coronavirus disease (COVID-19) pandemic has been extended by 21 days until July 1. The move follows the easing of some COVID-19 restrictions on June 4, with religious services allowed to resume with social distancing measures in place, and markets authorized to open between 06:00 and 18:00 (local time).


All flights in and out of The Gambia, apart from medical and air freight operations, were suspended on March 23. The land border with Senegal has also been closed except to essential supplies and security personnel. Restrictions have been placed on public transport and passengers in private vehicles are limited to no more than half capacity. Vehicles carrying commercial goods are only allowed to have one passenger in the cabin. Ferries and commercial boats can only operate between the hours of 06:00 and 19:00 daily.

(Active cases: 36)



MOZAMBIQUE


The Mozambican Government announced a continuation of the Level-3 State of Emergency until June 30. Some of the measures include use of face masks in all public places, on public and private communal transport, and in any gathering of people, continued closure of all schools, prohibition of cultural, recreational, and sports activities in public spaces, closure of entertainment establishments, including museums, theaters, libraries, bars, pools, and gyms, closure of all beaches for leisure activities with the exception of physical fitness activities, suspension of religious services and celebrations in all places of worship, reduction of workforce to 1/3 present at work place with turnover of teams every 15 days, continued business at markets from 6 a.m. – 5 p.m. subject to recommendation of competent health authorities and implementation of prevention and control measures within the markets.

Mozambique’s civil aviation authority has suspended international passenger flights until further notice.

(Active cases: 662)


TANZANIA

President John Pombe Magufuli has ordered that all schools across the country be reopened at the end of this month. He gave the directives during a speech at the dissolution of the 11th parliament yesterday.

The order comes weeks after universities and other institutions of learning resumed teaching and learning activities with strict guidelines.

The president said with continuous drop in coronavirus cases, there was no need to keep schools closed. He, however, tasked members of the public to adhere to health and hygiene protocols.

Schools were shut in March due to the coronavirus outbreak. The latest order means Tanzania becomes the first in the region to order a full reopening of schools. Weeks back, international air space was opened with government having declared victory over the virus. 

(Active cases: 509) 


MALAWI

Malawi was one of the last countries in the world to announce its first case of Covid-19. But ever since, it has been embroiled in a constitutional row about a lockdown the government wants to impose to tackle the pandemic. The High Court took the unprecedented step of blocking the government's plans who wanted to impose another 21 days lockdown after May 9th until more had been done to help those worst affected. Now, President Peter Mutharika has announced an emergency cash transfer program for the poorest people in what is one of the world's poorest countries. The government will target 172,000 households, who will receive a monthly payment equivalent to almost $50 (£40) through mobile money transfer from Friday. The Malawi Department of Civil Aviation announced that all international flights to and from Malawi will be suspended until further notice.

(Active cases: 592) 


SOMALIA


On Monday, April 13, General Abdi Hassan Mohamed Hajar, Somali commander of police, announced that a nighttime curfew would be implemented in Mogadishu for an indefinite period from Wednesday, April 15 to curb the spread of coronavirus disease (COVID-19). The nightly curfew will be in effect between 20:00 and 05:00 (local time). Also, all international flights to and from Somalia are indefinitely suspended.

(Active cases: 2719)

Description:

Major African countries update regarding COVID 19 active cases and lockdown status as of June 19th:-

  • Confirmed cases = 267,818
  • Number of deaths = 7,219
  • Recoveries = 123,054
  • Active cases = 137,545


Nigeria- Lagos state announced that the reopening of places of worship would be delayed. Domestic flights in Nigeria are scheduled to resume from Sunday, June 21.


South Africa- South Africa has opted to ease lockdown restrictions further even though coronavirus cases are beginning to rise rapidly, parts of the leisure industry will reopen soon.


Libya- The Tripoli-based Government of National Accord (GNA) extension the lockdown in the areas it controls for a further ten days until Saturday, June 27.


Kenya- It is expected that air travel will be fully operational by the third quarter of the year. The airline sees the move as the best-case scenario but warns that the ultimate length of suspension of the flight business is still uncertain.


Morocco- Zone one, which currently includes predominantly rural provinces and prefectures, will see restrictions eased significantly, with the lifting of movement restrictions within the region and the reopening of some non-essential businesses. zone two, which covers all major cities including Rabat, Casablanca, and Marrakech, although opening hours for essential businesses have been extended until 20:00 (local time).


Ethiopia- Elections planned for May this year were also postponed citing the effect of the pandemic.


Senegal- The Government of Senegal extended the current State of Emergency through July 2, Under the new rules, curfews will run from 9:00 pm to 5:00 am, shaving two hours off the current restrictions.



Detailed updates are as below:


NIGERIA

On Tuesday, June 16, authorities in Lagos state announced that the reopening of places of worship, which were closed as a precaution to limit the spread of the coronavirus disease (COVID-19), would be delayed. Mosques and churches were expected to reopen on Friday, June 19, but will now remain closed until further notice. As of Wednesday, June 17, places of worship in the rest of Nigeria are to reopen on Friday as planned.

Interstate travel remains restricted, although domestic flights in Nigeria are scheduled to resume from Sunday, June 21. Flights will initially depart from Abuja Nnamdi Azikiwe International Airport (ABV), Lagos Murtala Mohammed International Airport (LOS), Mallam Aminu Kano International Airport (KAN), Port Harcourt International Airport (PHC), and Owerri Sam Mbakwe International Cargo Airport (QOW). Other airports will be permitted to operate following further review. The government offered no comment on when international flights will be permitted, with only emergency and cargo flights currently operating.

The use of face masks in public places and social distancing rules remain in place. Businesses such as bars, gyms, clubs, and spas are still closed. Restrictions on movement between 22:00 and 04:00 (local time) are also in place, with the exception of the transporting of agricultural produce, manufactured goods, petroleum products, and other essential goods. Public employees have been advised to remain at home unless they are providing essential services.

(Active cases: 18480) 


SOUTH AFRICA

In the face of a deteriorating economic situation, South Africa's President Cyril Ramaphosa has opted to ease lockdown restrictions further even though coronavirus cases are beginning to rise rapidly. In the past week alone, the number has increased by 37%.


The president highlighted the need to preserve peoples' livelihoods, as a result he said that parts of the leisure industry will reopen soon. At the end of March, the country entered into one of the strictest lockdown regimes in the world, almost all movement outside was restricted, and the sale of cigarettes and alcohol was banned. Nevertheless, sit-down restaurants, casinos, hotels and hairdressers, among other businesses will now be able to reopen, which could see half a million people going back to work but no date was set for when this will happen. At the beginning of the month, the key mining sector as well as manufacturing businesses were allowed to return to normal production levels. People were also allowed outside and the ban on the sale of alcohol to drink at home was lifted between Monday and Thursday.


South Africa's economy has taken a massive knock as a result of months of lockdown and the further easing of restrictions will be welcome relief to struggling small business owners. Following further discussions with industry representatives on stringent prevention protocols, and after advice from scientists and consultation with Premiers, Cabinet has decided to ease restrictions on certain other economic activities like Restaurants for ‘sit-down’ meals, Accredited and licensed accommodation with the exception of home sharing accommodation like Airbnb, Conferences and meetings for business purposes and in line with restrictions on public gatherings, Cinemas and theatres, to be aligned to limitations on the gathering of people, Casinos, Personal care services, including hairdressers and beauty services, Non-contact sports such as golf, tennis, cricket and others while contact sports will be allowed only for training and modified activities with restricted use of facilities.


(Active cases: 83890) 


GHANA

Ghana is West Africa’s most impacted nation behind Nigeria. President Akufo-Addo in his tenth address announced that whiles borders remained closed, some categories of academic institutions are allowed to resume, religious places can also reopen with strict conditions and the observance of health protocols. Social gatherings -weddings, funerals etc. – are to be allowed under certain conditions. As the 2020 polls loom, even political activity is allowed to be undertaken.


From Friday, June 5, schools have reopened for final year students, and conferences, weddings, burials, non-contact sport, and political activities, all with less than 100 participants, are permitted to resume. Also, Faith-based organizations allowed to start communal worship, effective Friday, June 5, amid social distancing and hygiene protocols, all schools, both private and public remain closed. Only final year students access those facilities. Each student, teacher and non-teaching staff will be provided with reusable face mask by the Ministry of Education prior to reopening for final year students. Festivals, sporting events, nightclubs, cinemas, and political rallies will remain banned, and the closure of Ghana's borders has been extended indefinitely.


All vehicles undertaking intra-city travel must reduce their number of passengers to observe social-distancing measures. It is mandatory for all individuals to wear face masks in public in the Greater Accra Region and in Cape Coast Metropolis.


(Active cases: 12929)


LIBYA


The Tripoli-based Government of National Accord (GNA) announced on Wednesday, June 17, that it would be extending the lockdown in the areas it controls for a further ten days until Saturday, June 27, in efforts to curb the spread of the coronavirus disease (COVID-19).


The decision comes as the number of cases continues to rise daily nationwide. Following advice from health authorities, the daily curfew which is in effect between 20:00 and 06:00 (local time) will also be extended during this time and a 24-hour curfew will be imposed for Friday, June 19, and Saturday, June 20. Health authorities have also recommended that facemasks be made compulsory to be worn by all individuals.


Land and sea border crossing points within GNA territory were closed by Prime Minister Fayez al-Sarraj on Monday, March 16. All mosques, schools, restaurants, wedding halls, parks, and shops remain closed as a precaution. 

(Active cases: 510)


KENYA

Kenya has recorded its highest single-day increase in new COVID-19 infections after the health ministry announced 184 new cases. The Chief Administrative Secretary in the Ministry of Health, Rashid Aman, announced the figure in a press briefing in Nairobi on Wednesday. Aman said the East African country’s numbers were increasing because of community transmission, noting that one more county had registered a case of the disease. 40 of Kenya’s 47 counties have recorded COVID-19 cases even as the government reiterates calls for stronger measures in the county level. Kenya has now reported a total of 4,044 COVID-19 infections with 107 deaths.

In a bid to stop further spread of COVID-19, the Kenyan government imposed a nationwide curfew and a partial lockdown, but these measures were eased last month as the country’s economy took a battering from the restrictions. Schools, churches, and institutions were also ordered shut as the government banned public gatherings. The current set of restrictions is due to end in early July, but fears remain the situation may not be contained by then. Kenya Airways (KQ) plans to resume passenger flights as soon as the government lifts a travel ban that had been imposed on international flights on March 22, ending months of lost revenue due to the COVID-19 pandemic. It is expected that air travel will be fully operational by the third quarter of the year. The airline sees the move as the best-case scenario but warns that the ultimate length of suspension of the flight business is still uncertain. Discussions with key industry stakeholders are going on in relation to a safe return to passenger routes, the airline says. The airline has been operating only cargo flights for essentials services such as medicine, but it has not been enough to sustain business given that it was already a loss territory before the coronavirus pandemic.

(Active cases: 4044)


MOROCCO

Morocco’s government was expected to further ease lockdown measures in the North African country from Wednesday while extending the public health state of emergency, according to informed sources at the interior ministry. Zone one, which currently includes predominantly rural provinces and prefectures, will see restrictions eased significantly, with the lifting of movement restrictions within the region and the reopening of some non-essential businesses. Parks and other public spaces will also be reopened, although public gatherings and events remain prohibited. More stringent restrictions will remain in place in zone two, which covers all major cities including Rabat, Casablanca, and Marrakech, although opening hours for essential businesses have been extended until 20:00 (local time). Movement restrictions within zone two areas remain in effect and permits are required for essential travel. Public gatherings and events also remain prohibited. 

(Active cases: 8997)


ZAMBIA

Zambia’s President Edgar Lungu says he will not authorize the re-opening of bars and nightclubs despite mounting pressure. Zambia currently has a total of 1,382 positive coronavirus cases out of 45,248 tests conducted. A total of 1,142 people have recovered while 11 have died from the virus. Mr Lungu ordered the closure of bars and nightclubs two months ago in a bid to fend off rising cases of Covid-19.He now says that although he has received recommendations for the re-opening of bars and nightclubs from stakeholders, such a decision will be guided by socio-economic and health considerations. The Government of Zambia has suspended all tourist visas until further notice. 

(Active cases: 1412) 


ETHIOPIA

Ethiopia is one of East / Horn of Africa’s least impacted nations as compared to rate of COVID-19 case growth and infection of its neighbors. A state of emergency lasting five-months has been imposed by the Prime Minister Abiy Ahmed led government. All land borders have since been shut as a virus control measure with a raft of restrictions and enforcement of physical distancing and mask wearing measures. Elections planned for May this year were also postponed citing the effect of the pandemic. Ethiopian Airlines has suspended flights due to this pandemic.  

(Active cases: 3759)


SENEGAL

The Government of Senegal extended the current State of Emergency through July 2, Under the new rules, curfews will run from 9:00 pm to 5:00 am, shaving two hours off the current restrictions. Senegalese President Macky Sall announced the re-opening of mosques and churches and the easing of other restrictions imposed to contain the coronavirus, even as the largest one-day jump in cases was recorded on Monday. Sall ordered places of worship closed in March and imposed a dawn-to-dusk curfew. Since then, the daily pace of new cases has picked up, 177 on Monday from a previous high of 104, with increasing community transmission in hotspots such as the holy city of Touba. Schools will remain closed until further notice. On May 30, the Government of Senegal extended the suspension of all international air travel (with limited exceptions) through June 30, 2020. Land borders are closed.

(Active cases: 5369)


RWANDA

Rwanda says it will announce new restrictions on containing the coronavirus Tuesday, a stark reversal of the country's plan days ago to ease restrictions, including motor vehicle travel throughout the country. Rwanda's latest move is linked to the east African country’s first recorded death from the coronavirus and a surge in cases over the weekend.  Public transport in Rusizi and Rubavu districts remains closed. Borders remain closed. Rwanda also decided to continue restrictions on motor vehicle travel between provinces and the City of Kigali in an effort to protect the public from the spread of the virus. 

(Active cases: 639)

UGANDA

Uganda Civil Aviation Authority (UCAA) has announced new measures to contain the spread of Covid-19 as it plans the reopening of the country's Entebbe International Airport. Only humanitarian, evacuation and cargo flights are allowed.  The government has not announced when the airport would be opened but it has started easing the Covid-19 lockdown restrictions. Public and private transport, shops, restaurants and hotels are all reopened. Public gatherings, worship centers and schools remain closed, and a night curfew is still in place. While the country is easing the restrictions, Covid-19 cases are increasing and the national tally is 657, including 118 recoveries. No death has been registered, according to figures from the Ministry of Health.

(Active cases: 732)

ANGOLA

Citizens are urged to stay at home where possible, but some commercial activities are allowed to resume, under certain health conditions. Permitted capacities in workplaces will gradually increase in incremental phases between May 26 and July 27. Restaurants are allowed to reopen at lunchtime between Monday and Saturday and until 22:30 from June 8. Establishments must ensure diners are spaced two meters (6 ft) apart, tables are limited to four people, and the restaurant is under 50 percent capacity. Markets and street vendors can operate between 06:00 and 15:00(local time), with buyers and sellers required to wear face masks and maintain social distance. Informal markets with a large concentration of people are prohibited. Hotels may reopen but temperature checks will be mandatory at the entrance and stringent cleaning policies must be adhered to. Nightlife establishments remain closed until further regulations are approved.


Recreational, cultural, and leisure activities will resume in three phases. From June 8, museums, theaters, monuments, exhibitions, fairs, and art galleries are operating. Libraries will reopen on July 13, and cinemas from July 31. In all cases rooms will be limited to 50 percent capacity, face masks will be mandatory, and social distance must be maintained.


All commercial flights to and from Angola have been suspended indefinitely since March 20 and Angola's borders remain closed. However, under the new state of calamity Angolan nationals and foreign residents can now return, subject to medical checks. 

(Active cases: 166)


GAMBIA

President Adama Barrow announced on Wednesday, June 10, that The Gambia's public health emergency in response to the coronavirus disease (COVID-19) pandemic has been extended by 21 days until July 1. The move follows the easing of some COVID-19 restrictions on June 4, with religious services allowed to resume with social distancing measures in place, and markets authorized to open between 06:00 and 18:00 (local time).


All flights in and out of The Gambia, apart from medical and air freight operations, were suspended on March 23. The land border with Senegal has also been closed except to essential supplies and security personnel. Restrictions have been placed on public transport and passengers in private vehicles are limited to no more than half capacity. Vehicles carrying commercial goods are only allowed to have one passenger in the cabin. Ferries and commercial boats can only operate between the hours of 06:00 and 19:00 daily.

(Active cases: 36)



MOZAMBIQUE


The Mozambican Government announced a continuation of the Level-3 State of Emergency until June 30. Some of the measures include use of face masks in all public places, on public and private communal transport, and in any gathering of people, continued closure of all schools, prohibition of cultural, recreational, and sports activities in public spaces, closure of entertainment establishments, including museums, theaters, libraries, bars, pools, and gyms, closure of all beaches for leisure activities with the exception of physical fitness activities, suspension of religious services and celebrations in all places of worship, reduction of workforce to 1/3 present at work place with turnover of teams every 15 days, continued business at markets from 6 a.m. – 5 p.m. subject to recommendation of competent health authorities and implementation of prevention and control measures within the markets.

Mozambique’s civil aviation authority has suspended international passenger flights until further notice.

(Active cases: 662)


TANZANIA

President John Pombe Magufuli has ordered that all schools across the country be reopened at the end of this month. He gave the directives during a speech at the dissolution of the 11th parliament yesterday.

The order comes weeks after universities and other institutions of learning resumed teaching and learning activities with strict guidelines.

The president said with continuous drop in coronavirus cases, there was no need to keep schools closed. He, however, tasked members of the public to adhere to health and hygiene protocols.

Schools were shut in March due to the coronavirus outbreak. The latest order means Tanzania becomes the first in the region to order a full reopening of schools. Weeks back, international air space was opened with government having declared victory over the virus. 

(Active cases: 509) 


MALAWI

Malawi was one of the last countries in the world to announce its first case of Covid-19. But ever since, it has been embroiled in a constitutional row about a lockdown the government wants to impose to tackle the pandemic. The High Court took the unprecedented step of blocking the government's plans who wanted to impose another 21 days lockdown after May 9th until more had been done to help those worst affected. Now, President Peter Mutharika has announced an emergency cash transfer program for the poorest people in what is one of the world's poorest countries. The government will target 172,000 households, who will receive a monthly payment equivalent to almost $50 (£40) through mobile money transfer from Friday. The Malawi Department of Civil Aviation announced that all international flights to and from Malawi will be suspended until further notice.

(Active cases: 592) 


SOMALIA


On Monday, April 13, General Abdi Hassan Mohamed Hajar, Somali commander of police, announced that a nighttime curfew would be implemented in Mogadishu for an indefinite period from Wednesday, April 15 to curb the spread of coronavirus disease (COVID-19). The nightly curfew will be in effect between 20:00 and 05:00 (local time). Also, all international flights to and from Somalia are indefinitely suspended.

(Active cases: 2719)

Related Keyphrases:

COVID 19 active cases | positive coronavirus cases | government banned public gatherings | ease lockdown restrictions | Lagos Murtala Mohammed International Airport | Owerri Sam Mbakwe International Cargo Airport | announce new restrictions | international passenger flights | 184 new cases | Abuja Nnamdi Azikiwe International Airport | lockdown restrictions | Mallam Aminu Kano International Airport | public health emergency | current restrictions

Major African countries update regarding COVID 19 active cases and lockdown status as of May 1st:


Confirmed cases = 27,385

Number of deaths = 1,297

Recoveries = 8,172

Infected countries = 52

Virus-free countries = 2 (Lesotho, Comoros)


ANGOLA

On Thursday, April 23, Angola's National Assembly announced that the current nationwide state of emergency will be extended until Sunday, May 10, to curb the spread of the coronavirus disease (COVID-19) outbreak. This is the second time the government has extended the state of emergency since it was initially imposed on March 27. Also, the Government officials announced that all international flights to and from Angola will be suspended until further notice.

(Active cases: 27) 


GHANA

After three weeks, Ghana lifted the coronavirus lockdown in its two biggest cities, Accra and Kumasi on Monday April 20th. A lockdown of the two worst affected metropolitan areas had been in place since March 30, 2020. However, non-essential businesses also will now be allowed to open while wearing of masks. But there are still bans on large gatherings and schools will remain closed. International flights into Ghana and all international flights out of Ghana are suspended. This means no other nationals can enter Ghana at the current time.

(Active cases: 2074) 


ZAMBIA

Zambia‘s president Edgar Lungu announced the government wouldn’t close its borders unlike other Sub-Saharan nations, as this would lead to an economic meltdown. In addition, he suspended all international flights except those landing and departing from Kenneth Kaunda International Airport in the capital, Lusaka. He has also ordered the closure of gyms, bars, casinos and night clubs. Yet, “essential businesses dealing in goods and services will be kept running”.

(Active cases: 97) 


MALAWI

Malawi Health Minister has declared a 21-day lockdown that came into effect at midnight on April 18th and runs till midnight on May 9th. The Malawi Department of Civil Aviation announced that all international flights to and from Malawi will be suspended until further notice

(Active cases: 36) 


SOUTH AFRICA

South African President Cyril Ramaphosa has announced on April 22nd, a slight easing of the nationwide lockdown that has been in place since March 27. Starting from May 1st, the lockdown will move from the current level 5 to level 4, in which some business will be allowed to resume operations under strict conditions while International travel will continue to be suspended.

(Active cases: 5350) 


TANZANIA

On April 12, the Tanzania Civil Aviation Authority announced a suspension of all international passenger flights due to the coronavirus (COVID-19) pandemic. Cargo flights are exempt from the suspension, but crew members will be quarantined at government facilities during their stay. President John Magufuli has announced that the country will not be closing its borders due to humanitarian concerns, as the closure would impact land-locked countries in the region dependent on its ports. 

(Active cases: 480) 


NIGERIA


After a month-long lockdown, Nigeria will begin easing coronavirus restrictions in some major cities next week. Nigeria’s president Buhari on announced “a phased and gradual easing of lockdown measures” in Abuja, Ogun and Lagos states from May 4. 

Nigeria announced that it will temporarily suspend international passenger flights due to the coronavirus pandemic. Exceptions will be made for emergency and essential flights. Authorities had previously halted international flights into Enugu, Kano, and Port Harcourt. Domestic flight operations will continue normally at all airports in the country.

(Active cases: 1728) 


SENEGAL


In Senegal, President Macky Sall declared a state of health emergency on March 23: a curfew is imposed between 8 pm and 6 am, during which the population is forbidden to roam the streets. The lockdown is therefore limited to certain hours only. Senegal's Minister of Tourism and Air Transport, Alioune Sarr, announced that all international flights to the country will remain suspended until Monday, June 1. Cargo flights, medical evacuations, and specially authorized flights are exempt from the restriction.

(Active cases: 882) 


KENYA


Kenya’s president extended a nationwide night-time curfew by 21 days and said people will not be able to enter or exit the capital and some coastal areas for a similar period. All international flights are suspended effective March 25, 2020 at midnight with the exception of cargo flights. 

(Active cases: 384) 


UGANDA


Uganda is under complete lockdown till 5th May,2020. The country is currently in the middle of a 21-day lockdown and curfew. Uganda has restricted visitors from some countries with what it terms high cases of coronavirus, including China, France, Germany, Iran, Italy, South Korea, and Spain. Uganda has suspended all its international flight until further notice.

(Active cases: 81) 


ETHIOPIA


Ethiopia is reluctant to initiate a strict lockdown, which the World Health Organization recommends helping to slow down the spread of the virus. Authorities in Ethiopia have closed schools, banned public gathering and suggested most employees to work from home. Ethiopian Airlines has suspended flights due to this pandemic.   

(Active cases: 131) 


MOROCCO


Morocco is to extend its national lockdown to contain the spread of coronavirus until May 20. Lockdown measures imposed on March 20 mean people are only allowed to go out to buy food or medicine, and to staff some key jobs. Schools, mosques, non-essential shops, and all entertainment venues have been closed. Morocco has made wearing masks mandatory, with those who fail to do so at risk of being fined or jailed. Morocco suspended day all international passenger flights to and from its airports as a protective measure against the spread of coronavirus

(Active cases: 4321) 


LIBYA


It has enforced a nationwide curfew from 2pm to 7am and prohibited intercity travel on April 23, that the ongoing coronavirus disease (COVID-19) curfew will be modified. The new curfew will be implemented on Monday, April 27, and will run from 18:00 to 06:00 (local time), and individuals will be permitted to operate vehicles, banned during the previous curfew. It is unclear as to how long the measure will remain in place.

(Active cases: 61) 


SOMALIA


On Monday, April 13, General Abdi Hassan Mohamed Hajar, Somali commander of police, announced that a nighttime curfew would be implemented in Mogadishu for an indefinite period from Wednesday, April 15, to curb the spread of coronavirus disease (COVID-19). The nightly curfew will be in effect between 20:00 and 05:00 (local time). Also, all international flights to and from Somalia are indefinitely suspended.

(Active cases: 582) 


MOZAMBIQUE


President Felipe Nyusi announced a 30-day extension to the state of emergency until May 30, due to the ongoing coronavirus disease (COVID-19) pandemic. All the international flights remain suspended until further notice.

(Active cases: 76) 


ALGERIA


Algeria has ended a full lockdown on the northern Blida province, the epicenter of the coronavirus pandemic in the country, and replaced it with a curfew during the holy month of Ramadhan. It is unclear if the full lockdown on Blida province, which was to end in a week, will be re-introduced after Ramadhan. Algeria has suspended international flights due to this pandemic.  

(Active cases: 3848)


                                                        

Description:

Major African countries update regarding COVID 19 active cases and lockdown status as of May 1st:


Confirmed cases = 27,385

Number of deaths = 1,297

Recoveries = 8,172

Infected countries = 52

Virus-free countries = 2 (Lesotho, Comoros)


ANGOLA

On Thursday, April 23, Angola's National Assembly announced that the current nationwide state of emergency will be extended until Sunday, May 10, to curb the spread of the coronavirus disease (COVID-19) outbreak. This is the second time the government has extended the state of emergency since it was initially imposed on March 27. Also, the Government officials announced that all international flights to and from Angola will be suspended until further notice.

(Active cases: 27) 


GHANA

After three weeks, Ghana lifted the coronavirus lockdown in its two biggest cities, Accra and Kumasi on Monday April 20th. A lockdown of the two worst affected metropolitan areas had been in place since March 30, 2020. However, non-essential businesses also will now be allowed to open while wearing of masks. But there are still bans on large gatherings and schools will remain closed. International flights into Ghana and all international flights out of Ghana are suspended. This means no other nationals can enter Ghana at the current time.

(Active cases: 2074) 


ZAMBIA

Zambia‘s president Edgar Lungu announced the government wouldn’t close its borders unlike other Sub-Saharan nations, as this would lead to an economic meltdown. In addition, he suspended all international flights except those landing and departing from Kenneth Kaunda International Airport in the capital, Lusaka. He has also ordered the closure of gyms, bars, casinos and night clubs. Yet, “essential businesses dealing in goods and services will be kept running”.

(Active cases: 97) 


MALAWI

Malawi Health Minister has declared a 21-day lockdown that came into effect at midnight on April 18th and runs till midnight on May 9th. The Malawi Department of Civil Aviation announced that all international flights to and from Malawi will be suspended until further notice

(Active cases: 36) 


SOUTH AFRICA

South African President Cyril Ramaphosa has announced on April 22nd, a slight easing of the nationwide lockdown that has been in place since March 27. Starting from May 1st, the lockdown will move from the current level 5 to level 4, in which some business will be allowed to resume operations under strict conditions while International travel will continue to be suspended.

(Active cases: 5350) 


TANZANIA

On April 12, the Tanzania Civil Aviation Authority announced a suspension of all international passenger flights due to the coronavirus (COVID-19) pandemic. Cargo flights are exempt from the suspension, but crew members will be quarantined at government facilities during their stay. President John Magufuli has announced that the country will not be closing its borders due to humanitarian concerns, as the closure would impact land-locked countries in the region dependent on its ports. 

(Active cases: 480) 


NIGERIA


After a month-long lockdown, Nigeria will begin easing coronavirus restrictions in some major cities next week. Nigeria’s president Buhari on announced “a phased and gradual easing of lockdown measures” in Abuja, Ogun and Lagos states from May 4. 

Nigeria announced that it will temporarily suspend international passenger flights due to the coronavirus pandemic. Exceptions will be made for emergency and essential flights. Authorities had previously halted international flights into Enugu, Kano, and Port Harcourt. Domestic flight operations will continue normally at all airports in the country.

(Active cases: 1728) 


SENEGAL


In Senegal, President Macky Sall declared a state of health emergency on March 23: a curfew is imposed between 8 pm and 6 am, during which the population is forbidden to roam the streets. The lockdown is therefore limited to certain hours only. Senegal's Minister of Tourism and Air Transport, Alioune Sarr, announced that all international flights to the country will remain suspended until Monday, June 1. Cargo flights, medical evacuations, and specially authorized flights are exempt from the restriction.

(Active cases: 882) 


KENYA


Kenya’s president extended a nationwide night-time curfew by 21 days and said people will not be able to enter or exit the capital and some coastal areas for a similar period. All international flights are suspended effective March 25, 2020 at midnight with the exception of cargo flights. 

(Active cases: 384) 


UGANDA


Uganda is under complete lockdown till 5th May,2020. The country is currently in the middle of a 21-day lockdown and curfew. Uganda has restricted visitors from some countries with what it terms high cases of coronavirus, including China, France, Germany, Iran, Italy, South Korea, and Spain. Uganda has suspended all its international flight until further notice.

(Active cases: 81) 


ETHIOPIA


Ethiopia is reluctant to initiate a strict lockdown, which the World Health Organization recommends helping to slow down the spread of the virus. Authorities in Ethiopia have closed schools, banned public gathering and suggested most employees to work from home. Ethiopian Airlines has suspended flights due to this pandemic.   

(Active cases: 131) 


MOROCCO


Morocco is to extend its national lockdown to contain the spread of coronavirus until May 20. Lockdown measures imposed on March 20 mean people are only allowed to go out to buy food or medicine, and to staff some key jobs. Schools, mosques, non-essential shops, and all entertainment venues have been closed. Morocco has made wearing masks mandatory, with those who fail to do so at risk of being fined or jailed. Morocco suspended day all international passenger flights to and from its airports as a protective measure against the spread of coronavirus

(Active cases: 4321) 


LIBYA


It has enforced a nationwide curfew from 2pm to 7am and prohibited intercity travel on April 23, that the ongoing coronavirus disease (COVID-19) curfew will be modified. The new curfew will be implemented on Monday, April 27, and will run from 18:00 to 06:00 (local time), and individuals will be permitted to operate vehicles, banned during the previous curfew. It is unclear as to how long the measure will remain in place.

(Active cases: 61) 


SOMALIA


On Monday, April 13, General Abdi Hassan Mohamed Hajar, Somali commander of police, announced that a nighttime curfew would be implemented in Mogadishu for an indefinite period from Wednesday, April 15, to curb the spread of coronavirus disease (COVID-19). The nightly curfew will be in effect between 20:00 and 05:00 (local time). Also, all international flights to and from Somalia are indefinitely suspended.

(Active cases: 582) 


MOZAMBIQUE


President Felipe Nyusi announced a 30-day extension to the state of emergency until May 30, due to the ongoing coronavirus disease (COVID-19) pandemic. All the international flights remain suspended until further notice.

(Active cases: 76) 


ALGERIA


Algeria has ended a full lockdown on the northern Blida province, the epicenter of the coronavirus pandemic in the country, and replaced it with a curfew during the holy month of Ramadhan. It is unclear if the full lockdown on Blida province, which was to end in a week, will be re-introduced after Ramadhan. Algeria has suspended international flights due to this pandemic.  

(Active cases: 3848)


                                                        

Related Keyphrases:

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Major African countries update regarding Covid 19 active cases and lockdown status as of April 23 as of 6:00 GMT:


Confirmed cases = 25,940

Number of deaths = 1,240

Recoveries = 6,968

Infected countries = 52

Virus-free countries = 2 (Lesotho, Comoros)


ANGOLA

Lockdown is effective from 20 March, all Angolan borders were closed for 15 days. President João Lourenço banned all arrivals at airports and stopped passenger vessels docking at Angolan ports for 15 days. All these bans lasted until 4 April.

(Active cases: 25) 


GHANA

After three weeks, Ghana lifted the coronavirus lockdown in its two biggest cities, Accra and Kumasi on Monday April 20th. A lockdown of the two worst affected metropolitan areas had been in place since March 30, 2020. However, non-essential businesses also will now be allowed to open while wearing of masks. But there are still bans on large gatherings and schools will remain closed.

(Active cases: 1154) 


ZAMBIA

Zambia‘s president Edgar Lungu announced the government wouldn’t close its borders unlike other Sub-Saharan nations, as this would lead to an economic meltdown. In addition, he suspended all international flights except those landing and departing from Kenneth Kaunda International Airport in the capital, Lusaka. He has also ordered the closure of gyms, bars, casinos and night clubs. Yet, “essential businesses dealing in goods and services will be kept running”.

(Active cases: 74) 


MALAWI

Malawi Health Minister has declared a 21-day lockdown that came into effect at midnight on April 18th and runs till midnight on May 9th.

(Active cases: 23) 


SOUTH AFRICA

South African President Cyril Ramaphosa has announced on April 22nd, a slight easing of the nationwide lockdown that has been in place since March 27. Starting from May 1st, the lockdown will move from the current level 5 to level 4, in which some business will be allowed to resume operations under strict conditions.

(Active cases: 3635) 


TANZANIA

President John Magufuli on April 22 has ruled out the possibility of locking down the commercial hub, Dar es Salaam because of the spread of the novel coronavirus. He added that Dar es Salaam is the only center where we collect almost 80 per cent of the country's revenue, so we can continue taking all measures to curb the virus but not by locking down Dar es Salaam.

(Active cases: 284) 


NIGERIA


Government has announced two weeks of lockdown till 28th of April and they will decide further depending upon the situation. The restrictions announced not apply to hospitals and stores selling essential items such as groceries and medicine. 

(Active cases: 873) 


SENEGAL


In Senegal, President Macky Sall declared a state of health emergency on March 23: a curfew is imposed between 8 pm and 6 am, during which the population is forbidden to roam the streets. The lockdown is therefore limited to certain hours only. 

(Active cases: 442) 


KENYA


Kenya is not under complete lockdown but government has imposed curfew between 7 pm to 5 am, during which the population is forbidden to roam the streets. The country is in a partial lockdown after President Uhuru Kenyatta announced the closure of schools and imposed sweeping travel restrictions between cities. There is no specified date for when these restrictions will end.

(Active cases: 303) 


UGANDA      


Uganda is under complete lockdown till 5th May,2020. The country is currently in the middle of a 21-day lockdown and curfew. 

(Active cases: 74) 


ETHIOPIA


Ethiopia is reluctant to initiate a strict lockdown, which the World Health Organization recommends helping to slow down the spread of the virus. Authorities in Ethiopia have closed schools, banned public gathering and suggested most employees to work from home.

(Active cases: 116) 


MOROCCO: 


Morocco is to extend its national lockdown to contain the spread of coronavirus until May 20. Lockdown measures imposed on March 20 mean people are only allowed to go out to buy food or medicine, and to staff some key jobs. Schools, mosques, non-essential shops, and all entertainment venues have been closed. Morocco has made wearing masks mandatory, with those who fail to do so at risk of being fined or jailed.

(Active cases: 3446) 


EGYPT


Egyptian authorities ordered a nationwide night-time i.e. 8 p.m. and run until 6 a.m. curfew to narrow the COVID-19 outbreak, the curfew went into effect March 25 in Egypt. But, starting from Friday April 24th, the the curfew will start at 9 p.m. instead for the holy fasting month of Ramadan by allowing more businesses to reopen and shortening a night-time curfew.

                                                        

Description:

Major African countries update regarding Covid 19 active cases and lockdown status as of April 23 as of 6:00 GMT:


Confirmed cases = 25,940

Number of deaths = 1,240

Recoveries = 6,968

Infected countries = 52

Virus-free countries = 2 (Lesotho, Comoros)


ANGOLA

Lockdown is effective from 20 March, all Angolan borders were closed for 15 days. President João Lourenço banned all arrivals at airports and stopped passenger vessels docking at Angolan ports for 15 days. All these bans lasted until 4 April.

(Active cases: 25) 


GHANA

After three weeks, Ghana lifted the coronavirus lockdown in its two biggest cities, Accra and Kumasi on Monday April 20th. A lockdown of the two worst affected metropolitan areas had been in place since March 30, 2020. However, non-essential businesses also will now be allowed to open while wearing of masks. But there are still bans on large gatherings and schools will remain closed.

(Active cases: 1154) 


ZAMBIA

Zambia‘s president Edgar Lungu announced the government wouldn’t close its borders unlike other Sub-Saharan nations, as this would lead to an economic meltdown. In addition, he suspended all international flights except those landing and departing from Kenneth Kaunda International Airport in the capital, Lusaka. He has also ordered the closure of gyms, bars, casinos and night clubs. Yet, “essential businesses dealing in goods and services will be kept running”.

(Active cases: 74) 


MALAWI

Malawi Health Minister has declared a 21-day lockdown that came into effect at midnight on April 18th and runs till midnight on May 9th.

(Active cases: 23) 


SOUTH AFRICA

South African President Cyril Ramaphosa has announced on April 22nd, a slight easing of the nationwide lockdown that has been in place since March 27. Starting from May 1st, the lockdown will move from the current level 5 to level 4, in which some business will be allowed to resume operations under strict conditions.

(Active cases: 3635) 


TANZANIA

President John Magufuli on April 22 has ruled out the possibility of locking down the commercial hub, Dar es Salaam because of the spread of the novel coronavirus. He added that Dar es Salaam is the only center where we collect almost 80 per cent of the country's revenue, so we can continue taking all measures to curb the virus but not by locking down Dar es Salaam.

(Active cases: 284) 


NIGERIA


Government has announced two weeks of lockdown till 28th of April and they will decide further depending upon the situation. The restrictions announced not apply to hospitals and stores selling essential items such as groceries and medicine. 

(Active cases: 873) 


SENEGAL


In Senegal, President Macky Sall declared a state of health emergency on March 23: a curfew is imposed between 8 pm and 6 am, during which the population is forbidden to roam the streets. The lockdown is therefore limited to certain hours only. 

(Active cases: 442) 


KENYA


Kenya is not under complete lockdown but government has imposed curfew between 7 pm to 5 am, during which the population is forbidden to roam the streets. The country is in a partial lockdown after President Uhuru Kenyatta announced the closure of schools and imposed sweeping travel restrictions between cities. There is no specified date for when these restrictions will end.

(Active cases: 303) 


UGANDA      


Uganda is under complete lockdown till 5th May,2020. The country is currently in the middle of a 21-day lockdown and curfew. 

(Active cases: 74) 


ETHIOPIA


Ethiopia is reluctant to initiate a strict lockdown, which the World Health Organization recommends helping to slow down the spread of the virus. Authorities in Ethiopia have closed schools, banned public gathering and suggested most employees to work from home.

(Active cases: 116) 


MOROCCO: 


Morocco is to extend its national lockdown to contain the spread of coronavirus until May 20. Lockdown measures imposed on March 20 mean people are only allowed to go out to buy food or medicine, and to staff some key jobs. Schools, mosques, non-essential shops, and all entertainment venues have been closed. Morocco has made wearing masks mandatory, with those who fail to do so at risk of being fined or jailed.

(Active cases: 3446) 


EGYPT


Egyptian authorities ordered a nationwide night-time i.e. 8 p.m. and run until 6 a.m. curfew to narrow the COVID-19 outbreak, the curfew went into effect March 25 in Egypt. But, starting from Friday April 24th, the the curfew will start at 9 p.m. instead for the holy fasting month of Ramadan by allowing more businesses to reopen and shortening a night-time curfew.

                                                        

Related Keyphrases:

African President Cyril Ramaphosa | complete lockdown till 5th | Kenneth Kaunda International Airport | Covid 19 active cases | coronavirus lockdown | nationwide lockdown | lockdown till 28th | March 20 mean people | national lockdown | President Uhuru Kenyatta | World Health Organization | partial lockdown | strict lockdown | lockdown status | essential businesses

In our last article, we looked at how to manage your reputation through the recruitment process in order to attract better candidates.

A number of our clients are facing an equally difficult challenge as they resize their organisations to face new economic realities. How do you maintain your company reputation whilst downsizing?

Can a company fire well to hire well?

There are multiple internal and external company stakeholders to consider, as well as other interest parties such as competitors, regulators, etc. A poorly designed and executed retrenchment exercise can be tremendously damaging to the company's brand. On the other hand, companies who manage the process well can turn a potential liability into a long term asset.

Employees
We have seen various strategies used by companies to ensure that employees who are being let go continue to view the organisation positively and remain brand ambassadors for years to come. Apart from the financial compensation associated with redundancy, companies should also think about the other softer aspects associated with the retrenchment.

A common theme amongst all the strategies, is ensuring that there is a fair and transparent process to handle the employees’ exits. Some of the critical aspects of ensuring that the process is perceived to be fair are;

  1. Communication - One of the most critical aspects of handling the exit well is to have an effective communication process in place. Having a frank and honest conversation with the employees about the reasons for the retrenchment will go a long way to ensuring that trust is maintained.
  2. Timing – in the case of a redundancy or retrenchment exercise, giving an employee sufficient notice is vital to ensuring that they maintain some goodwill towards the company.
  3. Support – if at all possible, helping employees find alternate employment either through informal networks or where possible through outplacement services helps minimise the pain of the transition. Many companies also provide access to coaches to assist employees during their transition and help them get over the immediate shock of the retrenchment to focus on their next opportunity.

Outsiders
Managing the narrative with external stakeholders as well as the perception amongst consumers and competitors is equally important to handling a large retrenchment well.

Competitors will use the period of uncertainty created by the retrenchment to try and poach talent. Given the general uncertainty created within the organisation during a retrenchment exercise, employees are particularly vulnerable to an approach at this time, and it is important to ensure that the employees being retained are reassured during this time.

The image of the organisation amongst customers and the general public is also important to manage during the retrenchment process. For example, it may be better to have one significant round of retrenchments rather than multiple smaller rounds given the potential for bad news to keep circulating in the press.

We have assisted a number of organisations who have planned to downsize by engaging with the employees who are being let go to see if alternative roles can be found for them. Regardless of whether these efforts bear fruit, these initiatives have helped maintain the organisation’s brand and eventually allowed them to continue to attract good talent despite their short term challenges.

If you find yourself facing these challenges, please feel free to reach out and we can discuss how we may be able to help.



This article is written by Nikunj Shah, former founder and CEO of Datum Recruitment Services, and now founder of Select Global Solutions. 

Select Global Solutions provide Executive Search and Recruitment services to clients across Africa, India and the Middle East. Over the last 10 years we have developed an expertise in multi-cultural recruitment of senior talent across multiple industries. We specialise in sourcing both expatriates and nationals. To find out more about our talent acquisition solutions, get in touch with us at info@selectglobal.co.in 

Description:

In our last article, we looked at how to manage your reputation through the recruitment process in order to attract better candidates.

A number of our clients are facing an equally difficult challenge as they resize their organisations to face new economic realities. How do you maintain your company reputation whilst downsizing?

Can a company fire well to hire well?

There are multiple internal and external company stakeholders to consider, as well as other interest parties such as competitors, regulators, etc. A poorly designed and executed retrenchment exercise can be tremendously damaging to the company's brand. On the other hand, companies who manage the process well can turn a potential liability into a long term asset.

Employees
We have seen various strategies used by companies to ensure that employees who are being let go continue to view the organisation positively and remain brand ambassadors for years to come. Apart from the financial compensation associated with redundancy, companies should also think about the other softer aspects associated with the retrenchment.

A common theme amongst all the strategies, is ensuring that there is a fair and transparent process to handle the employees’ exits. Some of the critical aspects of ensuring that the process is perceived to be fair are;

  1. Communication - One of the most critical aspects of handling the exit well is to have an effective communication process in place. Having a frank and honest conversation with the employees about the reasons for the retrenchment will go a long way to ensuring that trust is maintained.
  2. Timing – in the case of a redundancy or retrenchment exercise, giving an employee sufficient notice is vital to ensuring that they maintain some goodwill towards the company.
  3. Support – if at all possible, helping employees find alternate employment either through informal networks or where possible through outplacement services helps minimise the pain of the transition. Many companies also provide access to coaches to assist employees during their transition and help them get over the immediate shock of the retrenchment to focus on their next opportunity.

Outsiders
Managing the narrative with external stakeholders as well as the perception amongst consumers and competitors is equally important to handling a large retrenchment well.

Competitors will use the period of uncertainty created by the retrenchment to try and poach talent. Given the general uncertainty created within the organisation during a retrenchment exercise, employees are particularly vulnerable to an approach at this time, and it is important to ensure that the employees being retained are reassured during this time.

The image of the organisation amongst customers and the general public is also important to manage during the retrenchment process. For example, it may be better to have one significant round of retrenchments rather than multiple smaller rounds given the potential for bad news to keep circulating in the press.

We have assisted a number of organisations who have planned to downsize by engaging with the employees who are being let go to see if alternative roles can be found for them. Regardless of whether these efforts bear fruit, these initiatives have helped maintain the organisation’s brand and eventually allowed them to continue to attract good talent despite their short term challenges.

If you find yourself facing these challenges, please feel free to reach out and we can discuss how we may be able to help.



This article is written by Nikunj Shah, former founder and CEO of Datum Recruitment Services, and now founder of Select Global Solutions. 

Select Global Solutions provide Executive Search and Recruitment services to clients across Africa, India and the Middle East. Over the last 10 years we have developed an expertise in multi-cultural recruitment of senior talent across multiple industries. We specialise in sourcing both expatriates and nationals. To find out more about our talent acquisition solutions, get in touch with us at info@selectglobal.co.in 

Related Keyphrases:

effective communication process | external company stakeholders | organisation amongst customers | retrenchment process | talent acquisition solutions | retrenchment exercise | company reputation whilst | perception amongst consumers | large retrenchment | employee sufficient notice | Select Global Solutions | recruitment process | transparent process | external stakeholders | financial compensation

In the war for talent, are you struggling to attract the right candidates? Despite a slowdown in many emerging economies, a number of our clients are still struggling to attract the right candidates. A key reason appears to be the image and reputation of the company amongst the candidate pool.

As Warren Buffet said:
It takes 20 years to build a reputation and five minutes to ruin it. If you think about that, you will do things differently"

In this age of instant communication, candidates quickly learn about any issues at a company. Forums such as Glassdoor, Whatsapp groups and other forms of social media now make it very easy for a disgruntled individual to share negative opinions.

As everyone knows, bad news gets the most press!

Organisations need to actively think about how they treat their potential, future, current and past employees. As a recruiter, we often come across clients who are battling to overcome negative perceptions about their organisation in order to find talent.

Image
The challenges for a company start with the recruitment process. When a role is first advertised or a search initiated, the way in which the position is promoted itself creates an opportunity to frame the company’s reputation. A poorly drafted advert can lead to assumptions about the professionalism of the organisation. Companies employing multiple recruitment consultants risk damaging their reputation if a candidate receives multiple calls from multiple recruiters, as this leads to a perception of desperation.

Speed
The speed at which a company proceeds with hiring can also affect their reputation. Once a candidate has been engaged it is imperative to conclude on the process and close the loop in a reasonable period of time.

In one instance, the inability of the company to conclude on a role created its own feedback loop, and future candidates were reluctant to apply as they worried why the role was taking so long to fill!

Feedback
Many organisations do not have processes in place to provide feedback to candidates who have applied. Whilst the company focusses on the few shortlisted candidates, the rejected many rarely receive any communication, let alone constructive feedback on why their candidature was not taken forward. These spurned candidates often have reason to vent their frustrations out publicly and nowadays can do so anonymously so have little to fear in terms of repercussions.

These reputational effects linger for long periods of time, and once established it becomes an uphill battle to change perceptions.

A client in a niche industry found that some disgruntled ex-employees had spread such a negative image about them, that even years after the employee left, they were still unable to attract quality candidates.

Over the years, we have found many creative ways in which to help clients overcome these challenges.

If you find yourself facing these challenges, please feel free to reach out and we can discuss how we may be able to help.

Description:

In the war for talent, are you struggling to attract the right candidates? Despite a slowdown in many emerging economies, a number of our clients are still struggling to attract the right candidates. A key reason appears to be the image and reputation of the company amongst the candidate pool.

As Warren Buffet said:
It takes 20 years to build a reputation and five minutes to ruin it. If you think about that, you will do things differently"

In this age of instant communication, candidates quickly learn about any issues at a company. Forums such as Glassdoor, Whatsapp groups and other forms of social media now make it very easy for a disgruntled individual to share negative opinions.

As everyone knows, bad news gets the most press!

Organisations need to actively think about how they treat their potential, future, current and past employees. As a recruiter, we often come across clients who are battling to overcome negative perceptions about their organisation in order to find talent.

Image
The challenges for a company start with the recruitment process. When a role is first advertised or a search initiated, the way in which the position is promoted itself creates an opportunity to frame the company’s reputation. A poorly drafted advert can lead to assumptions about the professionalism of the organisation. Companies employing multiple recruitment consultants risk damaging their reputation if a candidate receives multiple calls from multiple recruiters, as this leads to a perception of desperation.

Speed
The speed at which a company proceeds with hiring can also affect their reputation. Once a candidate has been engaged it is imperative to conclude on the process and close the loop in a reasonable period of time.

In one instance, the inability of the company to conclude on a role created its own feedback loop, and future candidates were reluctant to apply as they worried why the role was taking so long to fill!

Feedback
Many organisations do not have processes in place to provide feedback to candidates who have applied. Whilst the company focusses on the few shortlisted candidates, the rejected many rarely receive any communication, let alone constructive feedback on why their candidature was not taken forward. These spurned candidates often have reason to vent their frustrations out publicly and nowadays can do so anonymously so have little to fear in terms of repercussions.

These reputational effects linger for long periods of time, and once established it becomes an uphill battle to change perceptions.

A client in a niche industry found that some disgruntled ex-employees had spread such a negative image about them, that even years after the employee left, they were still unable to attract quality candidates.

Over the years, we have found many creative ways in which to help clients overcome these challenges.

If you find yourself facing these challenges, please feel free to reach out and we can discuss how we may be able to help.

Related Keyphrases:

multiple recruitment consultants | overcome negative perceptions | future candidates | right candidates | constructive feedback | disgruntled individual | instant communication | multiple recruiters | recruitment process | company amongst | reputational effects | many creative ways | clients overcome | reasonable period | candidates

A shocking number of senior managers across emerging markets have suddenly found themselves unemployed. In regions where top talent is so scarce, it is amazing to find so many candidates who are struggling to find another job despite having impressive resumes and experience in leading companies. These candidates seem to be caught in the Top Talent Trap

 

Fat at the top?

One of the main causes of the lack of opportunity for senior managers is the withdrawal or downsizing of many multinationals from the region. Multinationals entered the market and quickly created a bonanza for employees as they poached candidates from local organisations and bid up salaries. With multiple employment offers, candidates found themselves attracting higher and higher salaries as companies struggled to hang on to their hard won talent. Despite the resulting cost pressures, companies accepted the impact on profitability, by convincing themselves that it would all be worth it in the long run.
 
Unfortunately, the recent economic downturn has led to a further deterioration in performance and a rapid rethink of prospects in the region. Faced with strong local competition, which is often owner managed and leaner, multinationals have quickly realised the need to rationalise their cost structures in order to compete.

The war for talent has quickly turned into a bloodbath as entire layers of the organisation are cut. Gone are the regional level managers, and companies have returned to country level management reporting directly to their head offices in an effort to stem losses by cutting costs.

 

Overpaid senior managers?

A number of senior managers with good experience still find themselves out of a job months after being retrenched or resigning. This is due to the mismatch between their last compensation package and the current market opportunities. When the multinationals entered new markets such as Africa in the early part of the decade, salaries for the lucky few ballooned as they were headhunted and offered substantial increments to switch jobs. As the need for talent intensified, salaries were bid up and soon reached stratospheric levels. Unfortunately, when the tide turned these very same stars found themselves left high and dry, as the jobs disappeared and the companies left behind found their packages to be unaffordable.  With salaries having been bid up in the past, companies have also realised that cutting a handful of senior managers from the organisation has a much greater impact on costs than trying to reduce workers at lower levels.

Many of the affected managers that we have recently spoken to, have expressed a willingness to take a reduction in compensation.  However employers are naturally cautious, fearing that anyone taking a cut will likely continue to be on the look out for better opportunities and therefore unlikely to be a stable hire. 

There are clearly ways to mitigate these risks and in our view this is the time for employers to take advantage of the availability of so much talent.

If you are looking for some great candidates, then feel free to reach out and we can help work with you to bridge the gap in expectations to find a win-win solution for both parties. 


This article was written by Nikunj Shah, the former founder and CEO of Datum Recruitment Services, and now founder and leader at Select Global Solutions in Executive Search and Recruitment solutions across Africa, India and other Emerging Markets. To speak to Nikunj about your talent requirements, get in touch at info@selectglobal.co.in 

Description:

A shocking number of senior managers across emerging markets have suddenly found themselves unemployed. In regions where top talent is so scarce, it is amazing to find so many candidates who are struggling to find another job despite having impressive resumes and experience in leading companies. These candidates seem to be caught in the Top Talent Trap

 

Fat at the top?

One of the main causes of the lack of opportunity for senior managers is the withdrawal or downsizing of many multinationals from the region. Multinationals entered the market and quickly created a bonanza for employees as they poached candidates from local organisations and bid up salaries. With multiple employment offers, candidates found themselves attracting higher and higher salaries as companies struggled to hang on to their hard won talent. Despite the resulting cost pressures, companies accepted the impact on profitability, by convincing themselves that it would all be worth it in the long run.
 
Unfortunately, the recent economic downturn has led to a further deterioration in performance and a rapid rethink of prospects in the region. Faced with strong local competition, which is often owner managed and leaner, multinationals have quickly realised the need to rationalise their cost structures in order to compete.

The war for talent has quickly turned into a bloodbath as entire layers of the organisation are cut. Gone are the regional level managers, and companies have returned to country level management reporting directly to their head offices in an effort to stem losses by cutting costs.

 

Overpaid senior managers?

A number of senior managers with good experience still find themselves out of a job months after being retrenched or resigning. This is due to the mismatch between their last compensation package and the current market opportunities. When the multinationals entered new markets such as Africa in the early part of the decade, salaries for the lucky few ballooned as they were headhunted and offered substantial increments to switch jobs. As the need for talent intensified, salaries were bid up and soon reached stratospheric levels. Unfortunately, when the tide turned these very same stars found themselves left high and dry, as the jobs disappeared and the companies left behind found their packages to be unaffordable.  With salaries having been bid up in the past, companies have also realised that cutting a handful of senior managers from the organisation has a much greater impact on costs than trying to reduce workers at lower levels.

Many of the affected managers that we have recently spoken to, have expressed a willingness to take a reduction in compensation.  However employers are naturally cautious, fearing that anyone taking a cut will likely continue to be on the look out for better opportunities and therefore unlikely to be a stable hire. 

There are clearly ways to mitigate these risks and in our view this is the time for employers to take advantage of the availability of so much talent.

If you are looking for some great candidates, then feel free to reach out and we can help work with you to bridge the gap in expectations to find a win-win solution for both parties. 


This article was written by Nikunj Shah, the former founder and CEO of Datum Recruitment Services, and now founder and leader at Select Global Solutions in Executive Search and Recruitment solutions across Africa, India and other Emerging Markets. To speak to Nikunj about your talent requirements, get in touch at info@selectglobal.co.in 

Related Keyphrases:

current market opportunities | regional level managers | multiple employment offers | last compensation package | strong local competition | senior managers | country level management | talent requirements | recent economic downturn | talent intensified | Select Global Solutions | Recruitment solutions | substantial increments | many multinationals | stratospheric levels

The Long Service Award. Cherished by organisations as a sign of how great they are as employers. Sought after by employees as a recognition of their loyalty to the company (and hopefully to get a gold watch). Lauded by leaders as a sign of their excellent people management skills. But are companies and employees doing themselves a disservice by failing to part ways? Is it time to retire the long service award?

In the past, the loyalty of an individual to a company and vice versa has been measured primarily by their length of service in the company. However, in the age of millennials, is the longevity of an individual in the company really a good barometer of their loyalty?

As a leading HR professional said to me recently;


“the workforce is getting younger and younger, and for this population it is not considered a “great” thing to work for the same organization for years and to work one’s way up the ranks.  They will move whenever and wherever an opportunity presents itself -looking for the fastest way up the career ladder.  So we may have to re-think what loyalty looks like in the modern day workplace – can it be measured purely by length of service?”


There are clearly advantages of retaining the best individuals in a company for longer periods – lower recruitment costs, more committed employees, improved company morale, and hopefully a better organisational performance. However, are employees staying in the organisation because they are loyal, or simply because either they are too lazy to move or feel unable to find a better role outside? Are they staying simply because they don’t feel there is anywhere else for them to go?
 

Companies that have low levels of churn and very stable workforces are often admired for their ability to retain talent. On the other hand, are employees who jump ship every couple of years really disloyal, or do they allow for a continuous refreshment of ideas and enhancement of energy in the organisation? As the senior HR professional we spoke to mentioned:
 

“On the flip side, there are also those organisations that have become terribly risk-averse and do not want to take the risk of hiring new employees… one would say they are exceedingly loyal to their employees.  The employee turnover rates in those organisations are extremely low, which in turn leaves no room for new talent to come in and breathe fresh air into the organization”

 

In addition to the lack of room for new talent, the organisations with a very stable workforce also become unattractive to new talent. If there is no churn in the management structure of the organisation, where do employees find opportunities for career progression? In many companies, it would make sense to retire some of the older workers in order to attract fresh talent who could bring in new ideas and new energy to the organisation.

 

A number of our clients are increasingly struggling to find a balance between loyalty and performance in the organisation. How do leaders manage the very different behaviours between older workers and millenials? What is the right time for an employee to move on from a company? If employees are stuck in their roles, where are the opportunities for advancement amongst the younger workforce?

There is clearly no simple answer to the above questions, however it pays for leaders to think through the choices that they are making and understand the costs and benefits of each choice they make.

Description:

The Long Service Award. Cherished by organisations as a sign of how great they are as employers. Sought after by employees as a recognition of their loyalty to the company (and hopefully to get a gold watch). Lauded by leaders as a sign of their excellent people management skills. But are companies and employees doing themselves a disservice by failing to part ways? Is it time to retire the long service award?

In the past, the loyalty of an individual to a company and vice versa has been measured primarily by their length of service in the company. However, in the age of millennials, is the longevity of an individual in the company really a good barometer of their loyalty?

As a leading HR professional said to me recently;


“the workforce is getting younger and younger, and for this population it is not considered a “great” thing to work for the same organization for years and to work one’s way up the ranks.  They will move whenever and wherever an opportunity presents itself -looking for the fastest way up the career ladder.  So we may have to re-think what loyalty looks like in the modern day workplace – can it be measured purely by length of service?”


There are clearly advantages of retaining the best individuals in a company for longer periods – lower recruitment costs, more committed employees, improved company morale, and hopefully a better organisational performance. However, are employees staying in the organisation because they are loyal, or simply because either they are too lazy to move or feel unable to find a better role outside? Are they staying simply because they don’t feel there is anywhere else for them to go?
 

Companies that have low levels of churn and very stable workforces are often admired for their ability to retain talent. On the other hand, are employees who jump ship every couple of years really disloyal, or do they allow for a continuous refreshment of ideas and enhancement of energy in the organisation? As the senior HR professional we spoke to mentioned:
 

“On the flip side, there are also those organisations that have become terribly risk-averse and do not want to take the risk of hiring new employees… one would say they are exceedingly loyal to their employees.  The employee turnover rates in those organisations are extremely low, which in turn leaves no room for new talent to come in and breathe fresh air into the organization”

 

In addition to the lack of room for new talent, the organisations with a very stable workforce also become unattractive to new talent. If there is no churn in the management structure of the organisation, where do employees find opportunities for career progression? In many companies, it would make sense to retire some of the older workers in order to attract fresh talent who could bring in new ideas and new energy to the organisation.

 

A number of our clients are increasingly struggling to find a balance between loyalty and performance in the organisation. How do leaders manage the very different behaviours between older workers and millenials? What is the right time for an employee to move on from a company? If employees are stuck in their roles, where are the opportunities for advancement amongst the younger workforce?

There is clearly no simple answer to the above questions, however it pays for leaders to think through the choices that they are making and understand the costs and benefits of each choice they make.

Related Keyphrases:

excellent people management skills | better organisational performance | new employees | attract fresh talent | senior HR professional | employee turnover rates | continuous refreshment | management structure | company morale | different behaviours | new talent | become unattractive | career progression | breathe fresh air | recruitment costs

In our recent discussions with clients and candidates, an interesting pattern is emerging which may have some very serious consequences for companies' talent acquisition plans and for the careers of senior management.

Following years of robust growth in emerging markets, the war for talent amongst businesses resulted in boom times for employees. Skilled workers were constantly being headhunted as companies tried desperately to maintain their talent pool as they scaled. This led to frequent job changes and rapid increases in remuneration as employees took advantage of the environment. One of the biggest complaints we heard was about the lack of loyalty amongst their workers.
 
As economies have started to recover, companies are once again looking to rebuild their talent pools. However, they are wary of employing individuals who were previously moving from one organisation to another. On the other hand, employees are wary of taking up assignments with organisations that until recently were still reducing headcount. Hence, despite the number of excellent candidates in the market, and a number of very interesting opportunities, many roles are still left unfilled as the mutual risk aversion leads to reluctance from both sides to close the deal.
 
Recently however, companies in emerging markets have been faced with a number of headwinds. Economic growth is falling in a number of countries due to both local and external factors such as elections, fiscal tightening by governments and weak macroeconomic conditions.

Faced with these challenges a number of companies have resorted to downsizing programmes in order to maintain competitiveness. Many employees have found themselves suddenly unemployed. In a few cases, redundancies have taken place in only a few months following the appointment of the employee in the organisation.

These abrupt changes have left many workers scarred and therefore far more risk averse. Those still in employment have also been affected as they hear the news of their friends losing their jobs. There are a number of very highly qualified and talented people who are suddenly looking for work. At the same time, those currently employed are now ultra cautious about making a change. Now workers complain about a lack of loyalty from their employers!

Is your organisation facing a similar situation? What is the solution? Let's have a chat and see if we can help you bridge this gap. 

Description:

In our recent discussions with clients and candidates, an interesting pattern is emerging which may have some very serious consequences for companies' talent acquisition plans and for the careers of senior management.

Following years of robust growth in emerging markets, the war for talent amongst businesses resulted in boom times for employees. Skilled workers were constantly being headhunted as companies tried desperately to maintain their talent pool as they scaled. This led to frequent job changes and rapid increases in remuneration as employees took advantage of the environment. One of the biggest complaints we heard was about the lack of loyalty amongst their workers.
 
As economies have started to recover, companies are once again looking to rebuild their talent pools. However, they are wary of employing individuals who were previously moving from one organisation to another. On the other hand, employees are wary of taking up assignments with organisations that until recently were still reducing headcount. Hence, despite the number of excellent candidates in the market, and a number of very interesting opportunities, many roles are still left unfilled as the mutual risk aversion leads to reluctance from both sides to close the deal.
 
Recently however, companies in emerging markets have been faced with a number of headwinds. Economic growth is falling in a number of countries due to both local and external factors such as elections, fiscal tightening by governments and weak macroeconomic conditions.

Faced with these challenges a number of companies have resorted to downsizing programmes in order to maintain competitiveness. Many employees have found themselves suddenly unemployed. In a few cases, redundancies have taken place in only a few months following the appointment of the employee in the organisation.

These abrupt changes have left many workers scarred and therefore far more risk averse. Those still in employment have also been affected as they hear the news of their friends losing their jobs. There are a number of very highly qualified and talented people who are suddenly looking for work. At the same time, those currently employed are now ultra cautious about making a change. Now workers complain about a lack of loyalty from their employers!

Is your organisation facing a similar situation? What is the solution? Let's have a chat and see if we can help you bridge this gap. 

Related Keyphrases:

talent amongst businesses | talent acquisition plans | frequent job changes | mutual risk aversion | excellent candidates | serious consequences | recent discussions | weak macroeconomic | similar situation | one organisation | loyalty amongst | Many employees | external factors | Economic growth | many workers

Some jobs pay extremely high remunerative packages worldwide. While master’s degrees will give you a slight edge over your competitors, being equipped with a bachelor’s degree in Kenya and hopefully in the correct field should give you high hopes of drawing some of the heftiest salaries in Kenya. The best paying sectors are banks, investment funds, telecommunication companies, and manufacturing sector companies.

So which are best paying jobs in Kenya?

Finance

They are some of the most important players in many companies. They literary watch over company funds. This also makes them part of the top management of all serious companies. Since the field is quite large, those who rise up to the position of Chief Finance Officer take not less than a million Kenyan shillings. Internal auditors make almost half a million while private practitioners could earn in millions.

Medicine

Medicine is a well-paying job with high market value, what with medical graduates earning right after internships. The absorption rates are high with graduates having a choice be between government and the private sector. Many could work regular jobs while running their own private clinics; so the earning potential in this field is very high.

Piloting

A pilot’s profession is a highly paid one. Though it may take some time to become to pilot it’s worth the wait; senior captain is known to earn not less than 1.1 million Kenyan shillings per month. But the cost of pilot training is expensive and hence prohibitive

Architecture

Architect design cities and homes with some of the best houses in the country being designed by Kenyan architects. This is a highly in demand and well paid job with architects earning more than two hundred thousand per month.

Politics

For those who can argue well, politics is a great career. Qualifications required are quite low: just a high school completion certificate and fluency in English and Kiswahili. The perks are amazing with allowances, interest-free loans like house loans, car grants, and other grants and great business contacts for a lifetime. But yes, there could be fierce competition

Actuarial Science

This is a rare and in demand skill in the finance sector. Some of the Actuarial Science professionals earn even better than their Chief Executive Officers. An experienced actuarial scientist can earn an upwards of five million Kenyan shillings.

Law

Want to be your own boss? Become a lawyer. Though it takes some time to establish yourself on the ground as a good lawyer, it will be worth the hard work. Established attorneys do make lots of millions of Kenyan shillings.

Engineering

With the right type of engineering course, these professionals earn up to Ksh. 550,000 shillings a month.

Media

Media personalities are raking money at a good pace. Once you become a top journalist, the amount could easily hit a million Kenyan shillings or more every month.

Lecturer

If you are patient enough to study for a Ph.D., it could bring great returns. Lecturers have flexible jobs: they teach when they have classes and catch up with their private businesses when they do not have classes to teach. They earn above two hundred thousand Kenyan shillings.

Source: Tuko.co.ke

Description:

Some jobs pay extremely high remunerative packages worldwide. While master’s degrees will give you a slight edge over your competitors, being equipped with a bachelor’s degree in Kenya and hopefully in the correct field should give you high hopes of drawing some of the heftiest salaries in Kenya. The best paying sectors are banks, investment funds, telecommunication companies, and manufacturing sector companies.

So which are best paying jobs in Kenya?

Finance

They are some of the most important players in many companies. They literary watch over company funds. This also makes them part of the top management of all serious companies. Since the field is quite large, those who rise up to the position of Chief Finance Officer take not less than a million Kenyan shillings. Internal auditors make almost half a million while private practitioners could earn in millions.

Medicine

Medicine is a well-paying job with high market value, what with medical graduates earning right after internships. The absorption rates are high with graduates having a choice be between government and the private sector. Many could work regular jobs while running their own private clinics; so the earning potential in this field is very high.

Piloting

A pilot’s profession is a highly paid one. Though it may take some time to become to pilot it’s worth the wait; senior captain is known to earn not less than 1.1 million Kenyan shillings per month. But the cost of pilot training is expensive and hence prohibitive

Architecture

Architect design cities and homes with some of the best houses in the country being designed by Kenyan architects. This is a highly in demand and well paid job with architects earning more than two hundred thousand per month.

Politics

For those who can argue well, politics is a great career. Qualifications required are quite low: just a high school completion certificate and fluency in English and Kiswahili. The perks are amazing with allowances, interest-free loans like house loans, car grants, and other grants and great business contacts for a lifetime. But yes, there could be fierce competition

Actuarial Science

This is a rare and in demand skill in the finance sector. Some of the Actuarial Science professionals earn even better than their Chief Executive Officers. An experienced actuarial scientist can earn an upwards of five million Kenyan shillings.

Law

Want to be your own boss? Become a lawyer. Though it takes some time to establish yourself on the ground as a good lawyer, it will be worth the hard work. Established attorneys do make lots of millions of Kenyan shillings.

Engineering

With the right type of engineering course, these professionals earn up to Ksh. 550,000 shillings a month.

Media

Media personalities are raking money at a good pace. Once you become a top journalist, the amount could easily hit a million Kenyan shillings or more every month.

Lecturer

If you are patient enough to study for a Ph.D., it could bring great returns. Lecturers have flexible jobs: they teach when they have classes and catch up with their private businesses when they do not have classes to teach. They earn above two hundred thousand Kenyan shillings.

Source: Tuko.co.ke

Related Keyphrases:

million Kenyan shillings | high school completion certificate | two hundred thousand Kenyan | Actuarial Science professionals | high remunerative packages | telecommunication companies | five million Kenyan | Chief Executive Officers | great business contacts | private practitioners | Kenyan architects | high market value | Chief Finance Officer | Established attorneys | private businesses

The Mahabharata is the ultimate epic. The lessons taught by the Mahabharata are the best management guide one can ever have and are totally relevant in today’s corporate boardroom.

With his traits of wisdom, perseverance, dispassion, equilibrium of the mind, knowledge, memory, tactfulness, patience, ingenuity and determination, Shri Krishna is a great leader and the ultimate CEO.


What makes Krishna a great CEO?

Knowing his ultimate goal:

He wants the Pandavas to win the war. As most visionary leaders, Krishna began with the end in mind. A good leader is adept at the ability to envision in the mind what he cannot at present see with his eyes. Krishna’s message: If you don't make a conscious effort to visualize who you are and what you want in life, then you empower other people and circumstances to shape you and your life by default.

Strong organizational and managerial skills: 

He had the clarity and the ability to be proactive, with the insight to properly delegate and track work. Krishna excelled in the art of getting things done through people, efficiently and effectively.

Business Strategy and situational leadership:

Krishna is the greatest planner and crisis manager of all time. He is a master strategist and tactful leader adopting different leadership styles according to the situation and the people he has to deal with.

Strong communication skills and interpersonal relations: 

He had the ability to communicate clearly and honestly; a crucial quality for effective business leaders, as it can foster robust relationships and connections (again, both with employees and clients). A CEO must inspire confidence, a sense of belonging and a stronger connection with their staff and clients.

Negotiation and Influencing Skills:

From his early childhood onwards Lord Krishna displays superior communication and negotiation skills to deal with people – both friends and enemies. As an ambassador of the Pandavas in the court of Kauravas, he uses his communication, negotiation and diplomatic skills to avoid war

Tolerance: 

Krishna tolerated Sisupala's misbehavior 99 times before showing his strength and power. He was able to show his tolerance and capacity for handling pressure. Senior Professionals should have the ability to remain calm, to meet challenges under high pressure and reach their goals and deadlines.

Motivating team members to succeed:

When Arjuna refused to pick up arms against his relatives and kill them, Lord Krishna stood up and motivated him by narrating the Bhagavad Geeta. This was instrumental in the Pandava victory.

Kindle & Build Team Spirit:

Under his leadership the Pandavas worked together as a team towards a common goal; 5 Pandavas were ultimately able to beat 100 Kauravas. What the Pandavas lacked in numbers, they made up with the right mentorship, unity, skills, intelligence and strength. A good CEO knows the importance of team spirit for success at work.

Know Every Member’s Potential:

Krishna was smart enough to use his team’s ability and potential to the maximum and allocated tasks accordingly.Under him, the Pandavas knew how to harnesses energies from each man in their army.

Individual responsibility and work distribution:

Each member of the Pandavas team was his own leader as responsibilities were divided; unlike the One-man leadership/ dictatorship strategy that didn’t work for the Kauravas. This is in line with the modern CEOS style: developing your employees into leaders. 

Women empowerment & workplace diversity:

Krishna was well aware of the knowledge, and problem-solving skills of women during crisis management. The Pandava camp took advice from their women... Kunti, Draupadi, or Hidimba (Bheema's wife) and Subhadra (Arjuna' wife). Kauravas, on the other hand, followed a patriarchal structure and denied their women participation in decision-making. Having a diverse workforce consisting of unusual fighters like Ghatotkacha and Shikhandi paid off as they played important roles in turning the tide in favour of the Pandavas.

Summing it up, a good CEO would do well to relate and utilize Krishna’s management wisdom in the modern boardroom.

Here's how the story began 

When the Pandavas and the Kauravas were canvassing for support before the war of Kurukshetra, both Arjuna and Duryodhana came to ask for Krishna's support.

Krishna gave them a choice; one of them could have his army, the fearsome Narayani Sena, and the other could have just him -- unarmed and not fighting. Arjuna opted for the moral support of the lone, non-fighting Krishna without hesitation. Duryodhana smiled, thinking he had got the best of the deal -- what use was one unarmed man against an army of skilled warriors! But Arjuna knew that even the best of resources, such as the Narayani Sena, were useless without the strategic vision of Krishna. It transpired that the lone Krishna, serving as Arjuna's charioteer, was all the Pandavas needed to win the war of Kurukshetra, and Arjuna had chosen wisely. No prizes for guessing who made the best hiring decision!

Select Global Solutions is assisting leading organizations across multiple sectors with CXO hiring and board member recruitment.

Connect with us to benefit from our know-how on executive search in India and across other Emerging markets.

Description:

The Mahabharata is the ultimate epic. The lessons taught by the Mahabharata are the best management guide one can ever have and are totally relevant in today’s corporate boardroom.

With his traits of wisdom, perseverance, dispassion, equilibrium of the mind, knowledge, memory, tactfulness, patience, ingenuity and determination, Shri Krishna is a great leader and the ultimate CEO.


What makes Krishna a great CEO?

Knowing his ultimate goal:

He wants the Pandavas to win the war. As most visionary leaders, Krishna began with the end in mind. A good leader is adept at the ability to envision in the mind what he cannot at present see with his eyes. Krishna’s message: If you don't make a conscious effort to visualize who you are and what you want in life, then you empower other people and circumstances to shape you and your life by default.

Strong organizational and managerial skills: 

He had the clarity and the ability to be proactive, with the insight to properly delegate and track work. Krishna excelled in the art of getting things done through people, efficiently and effectively.

Business Strategy and situational leadership:

Krishna is the greatest planner and crisis manager of all time. He is a master strategist and tactful leader adopting different leadership styles according to the situation and the people he has to deal with.

Strong communication skills and interpersonal relations: 

He had the ability to communicate clearly and honestly; a crucial quality for effective business leaders, as it can foster robust relationships and connections (again, both with employees and clients). A CEO must inspire confidence, a sense of belonging and a stronger connection with their staff and clients.

Negotiation and Influencing Skills:

From his early childhood onwards Lord Krishna displays superior communication and negotiation skills to deal with people – both friends and enemies. As an ambassador of the Pandavas in the court of Kauravas, he uses his communication, negotiation and diplomatic skills to avoid war

Tolerance: 

Krishna tolerated Sisupala's misbehavior 99 times before showing his strength and power. He was able to show his tolerance and capacity for handling pressure. Senior Professionals should have the ability to remain calm, to meet challenges under high pressure and reach their goals and deadlines.

Motivating team members to succeed:

When Arjuna refused to pick up arms against his relatives and kill them, Lord Krishna stood up and motivated him by narrating the Bhagavad Geeta. This was instrumental in the Pandava victory.

Kindle & Build Team Spirit:

Under his leadership the Pandavas worked together as a team towards a common goal; 5 Pandavas were ultimately able to beat 100 Kauravas. What the Pandavas lacked in numbers, they made up with the right mentorship, unity, skills, intelligence and strength. A good CEO knows the importance of team spirit for success at work.

Know Every Member’s Potential:

Krishna was smart enough to use his team’s ability and potential to the maximum and allocated tasks accordingly.Under him, the Pandavas knew how to harnesses energies from each man in their army.

Individual responsibility and work distribution:

Each member of the Pandavas team was his own leader as responsibilities were divided; unlike the One-man leadership/ dictatorship strategy that didn’t work for the Kauravas. This is in line with the modern CEOS style: developing your employees into leaders. 

Women empowerment & workplace diversity:

Krishna was well aware of the knowledge, and problem-solving skills of women during crisis management. The Pandava camp took advice from their women... Kunti, Draupadi, or Hidimba (Bheema's wife) and Subhadra (Arjuna' wife). Kauravas, on the other hand, followed a patriarchal structure and denied their women participation in decision-making. Having a diverse workforce consisting of unusual fighters like Ghatotkacha and Shikhandi paid off as they played important roles in turning the tide in favour of the Pandavas.

Summing it up, a good CEO would do well to relate and utilize Krishna’s management wisdom in the modern boardroom.

Here's how the story began 

When the Pandavas and the Kauravas were canvassing for support before the war of Kurukshetra, both Arjuna and Duryodhana came to ask for Krishna's support.

Krishna gave them a choice; one of them could have his army, the fearsome Narayani Sena, and the other could have just him -- unarmed and not fighting. Arjuna opted for the moral support of the lone, non-fighting Krishna without hesitation. Duryodhana smiled, thinking he had got the best of the deal -- what use was one unarmed man against an army of skilled warriors! But Arjuna knew that even the best of resources, such as the Narayani Sena, were useless without the strategic vision of Krishna. It transpired that the lone Krishna, serving as Arjuna's charioteer, was all the Pandavas needed to win the war of Kurukshetra, and Arjuna had chosen wisely. No prizes for guessing who made the best hiring decision!

Select Global Solutions is assisting leading organizations across multiple sectors with CXO hiring and board member recruitment.

Connect with us to benefit from our know-how on executive search in India and across other Emerging markets.

Related Keyphrases:

childhood onwards Lord Krishna | different leadership styles | effective business leaders | communication skills | s management wisdom | Pandavas team | utilize Krishna | situational leadership | fearsome Narayani Sena | superior communication | negotiation skills | lone Krishna | Shri Krishna | interpersonal relations | diplomatic skills

The Mahabharata is the ultimate epic. The lessons taught by the Mahabharata are the best management guide one can ever have and are totally relevant in today???s corporate boardroom.

 

With his traits of wisdom, perseverance, dispassion, equilibrium of the mind, knowledge, memory, tactfulness, patience, ingenuity and determination, Shri Krishna is a great leader and the ultimate CEO.

 

What makes Krishna a great CEO?

 

Knowing his ultimate goal:

He wants the Pandavas to win the war. As most visionary leaders, Krishna began with the end in mind. A good leader is adept at the ability to envision in the mind what he cannot at present see with his eyes. Krishna???s message: If you don't make a conscious effort to visualize who you are and what you want in life, then you empower other people and circumstances to shape you and your life by default.

 

Strong organizational and managerial skills:

He had the clarity and the ability to be proactive, with the insight to properly delegate and track work. Krishna excelled in the art of getting things done through people, efficiently and effectively.

 

Business Strategy and situational leadership:

Krishna is the greatest planner and crisis manager of all time. He is a master strategist and tactful leader adopting different leadership styles according to the situation and the people he has to deal with.

 

Strong communication skills and interpersonal relations:

He had the ability to communicate clearly and honestly; a crucial quality for effective business leaders, as it can foster robust relationships and connections (again, both with employees and clients). A CEO must inspire confidence, a sense of belonging and a stronger connection with their staff and clients.

 

Negotiation and Influencing Skills:

From his early childhood onwards Lord Krishna displays superior communication and negotiation skills to deal with people ??? both friends and enemies. As an ambassador of the Pandavas in the court of Kauravas, he uses his communication, negotiation and diplomatic skills to avoid war

 

Tolerance:

Krishna tolerated Sisupala's misbehavior 99 times before showing his strength and power. He was able to show his tolerance and capacity for handling pressure. Senior Professionals should have the ability to remain calm, to meet challenges under high pressure and reach their goals and deadlines.

 

Motivating team members to succeed:

When Arjuna refused to pick up arms against his relatives and kill them, Lord Krishna stood up and motivated him by narrating the Bhagavad Geeta. This was instrumental in the Pandava victory.

 

Kindle & Build Team Spirit:

Under his leadership the Pandavas worked together as a team towards a common goal; 5 Pandavas were ultimately able to beat 100 Kauravas. What the Pandavas lacked in numbers, they made up with the right mentorship, unity, skills, intelligence and strength. A good CEO knows the importance of team spirit for success at work.

 

Know Every Member???s Potential:

Krishna was smart enough to use his team???s ability and potential to the maximum and allocated tasks accordingly.Under him, the Pandavas knew how to harnesses energies from each man in their army.

 

Individual responsibility and work distribution:

Each member of the Pandavas team was his own leader as responsibilities were divided; unlike the One-man leadership/ dictatorship strategy that didn???t work for the Kauravas. This is in line with the modern CEOS style: developing your employees into leaders.

 

Women empowerment & workplace diversity:

Krishna was well aware of the knowledge, and problem-solving skills of women during crisis management. The Pandava camp took advice from their women... Kunti, Draupadi, or Hidimba (Bheema's wife) and Subhadra (Arjuna' wife). Kauravas, on the other hand, followed a patriarchal structure and denied their women participation in decision-making. Having a diverse workforce consisting of unusual fighters like Ghatotkacha and Shikhandi paid off as they played important roles in turning the tide in favour of the Pandavas.

 

Summing it up, a good CEO would do well to relate and utilize Krishna???s management wisdom in the modern boardroom.

 

Here's how the story began 

 

When the Pandavas and the Kauravas were canvassing for support before the war of Kurukshetra, both Arjuna and Duryodhana came to ask for Krishna's support.

Krishna gave them a choice; one of them could have his army, the fearsome Narayani Sena, and the other could have just him -- unarmed and not fighting. Arjuna opted for the moral support of the lone, non-fighting Krishna without hesitation. Duryodhana smiled, thinking he had got the best of the deal -- what use was one unarmed man against an army of skilled warriors! But Arjuna knew that even the best of resources, such as the Narayani Sena, were useless without the strategic vision of Krishna. It transpired that the lone Krishna, serving as Arjuna's charioteer, was all the Pandavas needed to win the war of Kurukshetra, and Arjuna had chosen wisely. No prizes for guessing who made the best hiring decision!

 

Select Search Solutions is assisting leading organizations across multiple sectors with CXO hiring and board member recruitment.

 

Connect with us to benefit from our know-how on executive search in India.

Description:

The Mahabharata is the ultimate epic. The lessons taught by the Mahabharata are the best management guide one can ever have and are totally relevant in today???s corporate boardroom.

 

With his traits of wisdom, perseverance, dispassion, equilibrium of the mind, knowledge, memory, tactfulness, patience, ingenuity and determination, Shri Krishna is a great leader and the ultimate CEO.

 

What makes Krishna a great CEO?

 

Knowing his ultimate goal:

He wants the Pandavas to win the war. As most visionary leaders, Krishna began with the end in mind. A good leader is adept at the ability to envision in the mind what he cannot at present see with his eyes. Krishna???s message: If you don't make a conscious effort to visualize who you are and what you want in life, then you empower other people and circumstances to shape you and your life by default.

 

Strong organizational and managerial skills:

He had the clarity and the ability to be proactive, with the insight to properly delegate and track work. Krishna excelled in the art of getting things done through people, efficiently and effectively.

 

Business Strategy and situational leadership:

Krishna is the greatest planner and crisis manager of all time. He is a master strategist and tactful leader adopting different leadership styles according to the situation and the people he has to deal with.

 

Strong communication skills and interpersonal relations:

He had the ability to communicate clearly and honestly; a crucial quality for effective business leaders, as it can foster robust relationships and connections (again, both with employees and clients). A CEO must inspire confidence, a sense of belonging and a stronger connection with their staff and clients.

 

Negotiation and Influencing Skills:

From his early childhood onwards Lord Krishna displays superior communication and negotiation skills to deal with people ??? both friends and enemies. As an ambassador of the Pandavas in the court of Kauravas, he uses his communication, negotiation and diplomatic skills to avoid war

 

Tolerance:

Krishna tolerated Sisupala's misbehavior 99 times before showing his strength and power. He was able to show his tolerance and capacity for handling pressure. Senior Professionals should have the ability to remain calm, to meet challenges under high pressure and reach their goals and deadlines.

 

Motivating team members to succeed:

When Arjuna refused to pick up arms against his relatives and kill them, Lord Krishna stood up and motivated him by narrating the Bhagavad Geeta. This was instrumental in the Pandava victory.

 

Kindle & Build Team Spirit:

Under his leadership the Pandavas worked together as a team towards a common goal; 5 Pandavas were ultimately able to beat 100 Kauravas. What the Pandavas lacked in numbers, they made up with the right mentorship, unity, skills, intelligence and strength. A good CEO knows the importance of team spirit for success at work.

 

Know Every Member???s Potential:

Krishna was smart enough to use his team???s ability and potential to the maximum and allocated tasks accordingly.Under him, the Pandavas knew how to harnesses energies from each man in their army.

 

Individual responsibility and work distribution:

Each member of the Pandavas team was his own leader as responsibilities were divided; unlike the One-man leadership/ dictatorship strategy that didn???t work for the Kauravas. This is in line with the modern CEOS style: developing your employees into leaders.

 

Women empowerment & workplace diversity:

Krishna was well aware of the knowledge, and problem-solving skills of women during crisis management. The Pandava camp took advice from their women... Kunti, Draupadi, or Hidimba (Bheema's wife) and Subhadra (Arjuna' wife). Kauravas, on the other hand, followed a patriarchal structure and denied their women participation in decision-making. Having a diverse workforce consisting of unusual fighters like Ghatotkacha and Shikhandi paid off as they played important roles in turning the tide in favour of the Pandavas.

 

Summing it up, a good CEO would do well to relate and utilize Krishna???s management wisdom in the modern boardroom.

 

Here's how the story began 

 

When the Pandavas and the Kauravas were canvassing for support before the war of Kurukshetra, both Arjuna and Duryodhana came to ask for Krishna's support.

Krishna gave them a choice; one of them could have his army, the fearsome Narayani Sena, and the other could have just him -- unarmed and not fighting. Arjuna opted for the moral support of the lone, non-fighting Krishna without hesitation. Duryodhana smiled, thinking he had got the best of the deal -- what use was one unarmed man against an army of skilled warriors! But Arjuna knew that even the best of resources, such as the Narayani Sena, were useless without the strategic vision of Krishna. It transpired that the lone Krishna, serving as Arjuna's charioteer, was all the Pandavas needed to win the war of Kurukshetra, and Arjuna had chosen wisely. No prizes for guessing who made the best hiring decision!

 

Select Search Solutions is assisting leading organizations across multiple sectors with CXO hiring and board member recruitment.

 

Connect with us to benefit from our know-how on executive search in India.

Related Keyphrases:

childhood onwards Lord Krishna | Strong communication skills | different leadership styles | lone Krishna | effective business leaders | Shri Krishna | Motivating team members | Pandavas team | nbsp | Individual responsibility | situational leadership | fearsome Narayani Sena | superior communication | negotiation skills | interpersonal relations

The Mahabharata is the ultimate epic. The lessons taught by the Mahabharata are the best management guide one can ever have and are totally relevant in today???s corporate boardroom.

 

With his traits of wisdom, perseverance, dispassion, equilibrium of the mind, knowledge, memory, tactfulness, patience, ingenuity and determination, Shri Krishna is a great leader and the ultimate CEO.

 

What makes Krishna a great CEO?

 

Knowing his ultimate goal:

He wants the Pandavas to win the war. As most visionary leaders, Krishna began with the end in mind. A good leader is adept at the ability to envision in the mind what he cannot at present see with his eyes. Krishna???s message: If you don't make a conscious effort to visualize who you are and what you want in life, then you empower other people and circumstances to shape you and your life by default.

 

Strong organizational and managerial skills:

He had the clarity and the ability to be proactive, with the insight to properly delegate and track work. Krishna excelled in the art of getting things done through people, efficiently and effectively.

 

Business Strategy and situational leadership:

Krishna is the greatest planner and crisis manager of all time. He is a master strategist and tactful leader adopting different leadership styles according to the situation and the people he has to deal with.

 

Strong communication skills and interpersonal relations:

He had the ability to communicate clearly and honestly; a crucial quality for effective business leaders, as it can foster robust relationships and connections (again, both with employees and clients). A CEO must inspire confidence, a sense of belonging and a stronger connection with their staff and clients.

 

Negotiation and Influencing Skills:

From his early childhood onwards Lord Krishna displays superior communication and negotiation skills to deal with people ??? both friends and enemies. As an ambassador of the Pandavas in the court of Kauravas, he uses his communication, negotiation and diplomatic skills to avoid war

 

Tolerance:

Krishna tolerated Sisupala's misbehavior 99 times before showing his strength and power. He was able to show his tolerance and capacity for handling pressure. Senior Professionals should have the ability to remain calm, to meet challenges under high pressure and reach their goals and deadlines.

 

Motivating team members to succeed:

When Arjuna refused to pick up arms against his relatives and kill them, Lord Krishna stood up and motivated him by narrating the Bhagavad Geeta. This was instrumental in the Pandava victory.

 

Kindle & Build Team Spirit:

Under his leadership the Pandavas worked together as a team towards a common goal; 5 Pandavas were ultimately able to beat 100 Kauravas. What the Pandavas lacked in numbers, they made up with the right mentorship, unity, skills, intelligence and strength. A good CEO knows the importance of team spirit for success at work.

 

Know Every Member???s Potential:

Krishna was smart enough to use his team???s ability and potential to the maximum and allocated tasks accordingly.Under him, the Pandavas knew how to harnesses energies from each man in their army.

 

Individual responsibility and work distribution:

Each member of the Pandavas team was his own leader as responsibilities were divided; unlike the One-man leadership/ dictatorship strategy that didn???t work for the Kauravas. This is in line with the modern CEOS style: developing your employees into leaders.

 

Women empowerment & workplace diversity:

Krishna was well aware of the knowledge, and problem-solving skills of women during crisis management. The Pandava camp took advice from their women... Kunti, Draupadi, or Hidimba (Bheema's wife) and Subhadra (Arjuna' wife). Kauravas, on the other hand, followed a patriarchal structure and denied their women participation in decision-making. Having a diverse workforce consisting of unusual fighters like Ghatotkacha and Shikhandi paid off as they played important roles in turning the tide in favour of the Pandavas.

 

Summing it up, a good CEO would do well to relate and utilize Krishna???s management wisdom in the modern boardroom.

 

Here's how the story began 

 

When the Pandavas and the Kauravas were canvassing for support before the war of Kurukshetra, both Arjuna and Duryodhana came to ask for Krishna's support.

Krishna gave them a choice; one of them could have his army, the fearsome Narayani Sena, and the other could have just him -- unarmed and not fighting. Arjuna opted for the moral support of the lone, non-fighting Krishna without hesitation. Duryodhana smiled, thinking he had got the best of the deal -- what use was one unarmed man against an army of skilled warriors! But Arjuna knew that even the best of resources, such as the Narayani Sena, were useless without the strategic vision of Krishna. It transpired that the lone Krishna, serving as Arjuna's charioteer, was all the Pandavas needed to win the war of Kurukshetra, and Arjuna had chosen wisely. No prizes for guessing who made the best hiring decision!

 

Select Search Solutions is assisting leading organizations across multiple sectors with CXO hiring and board member recruitment.

 

Connect with us to benefit from our know-how on executive search in India.

Description:

The Mahabharata is the ultimate epic. The lessons taught by the Mahabharata are the best management guide one can ever have and are totally relevant in today???s corporate boardroom.

 

With his traits of wisdom, perseverance, dispassion, equilibrium of the mind, knowledge, memory, tactfulness, patience, ingenuity and determination, Shri Krishna is a great leader and the ultimate CEO.

 

What makes Krishna a great CEO?

 

Knowing his ultimate goal:

He wants the Pandavas to win the war. As most visionary leaders, Krishna began with the end in mind. A good leader is adept at the ability to envision in the mind what he cannot at present see with his eyes. Krishna???s message: If you don't make a conscious effort to visualize who you are and what you want in life, then you empower other people and circumstances to shape you and your life by default.

 

Strong organizational and managerial skills:

He had the clarity and the ability to be proactive, with the insight to properly delegate and track work. Krishna excelled in the art of getting things done through people, efficiently and effectively.

 

Business Strategy and situational leadership:

Krishna is the greatest planner and crisis manager of all time. He is a master strategist and tactful leader adopting different leadership styles according to the situation and the people he has to deal with.

 

Strong communication skills and interpersonal relations:

He had the ability to communicate clearly and honestly; a crucial quality for effective business leaders, as it can foster robust relationships and connections (again, both with employees and clients). A CEO must inspire confidence, a sense of belonging and a stronger connection with their staff and clients.

 

Negotiation and Influencing Skills:

From his early childhood onwards Lord Krishna displays superior communication and negotiation skills to deal with people ??? both friends and enemies. As an ambassador of the Pandavas in the court of Kauravas, he uses his communication, negotiation and diplomatic skills to avoid war

 

Tolerance:

Krishna tolerated Sisupala's misbehavior 99 times before showing his strength and power. He was able to show his tolerance and capacity for handling pressure. Senior Professionals should have the ability to remain calm, to meet challenges under high pressure and reach their goals and deadlines.

 

Motivating team members to succeed:

When Arjuna refused to pick up arms against his relatives and kill them, Lord Krishna stood up and motivated him by narrating the Bhagavad Geeta. This was instrumental in the Pandava victory.

 

Kindle & Build Team Spirit:

Under his leadership the Pandavas worked together as a team towards a common goal; 5 Pandavas were ultimately able to beat 100 Kauravas. What the Pandavas lacked in numbers, they made up with the right mentorship, unity, skills, intelligence and strength. A good CEO knows the importance of team spirit for success at work.

 

Know Every Member???s Potential:

Krishna was smart enough to use his team???s ability and potential to the maximum and allocated tasks accordingly.Under him, the Pandavas knew how to harnesses energies from each man in their army.

 

Individual responsibility and work distribution:

Each member of the Pandavas team was his own leader as responsibilities were divided; unlike the One-man leadership/ dictatorship strategy that didn???t work for the Kauravas. This is in line with the modern CEOS style: developing your employees into leaders.

 

Women empowerment & workplace diversity:

Krishna was well aware of the knowledge, and problem-solving skills of women during crisis management. The Pandava camp took advice from their women... Kunti, Draupadi, or Hidimba (Bheema's wife) and Subhadra (Arjuna' wife). Kauravas, on the other hand, followed a patriarchal structure and denied their women participation in decision-making. Having a diverse workforce consisting of unusual fighters like Ghatotkacha and Shikhandi paid off as they played important roles in turning the tide in favour of the Pandavas.

 

Summing it up, a good CEO would do well to relate and utilize Krishna???s management wisdom in the modern boardroom.

 

Here's how the story began 

 

When the Pandavas and the Kauravas were canvassing for support before the war of Kurukshetra, both Arjuna and Duryodhana came to ask for Krishna's support.

Krishna gave them a choice; one of them could have his army, the fearsome Narayani Sena, and the other could have just him -- unarmed and not fighting. Arjuna opted for the moral support of the lone, non-fighting Krishna without hesitation. Duryodhana smiled, thinking he had got the best of the deal -- what use was one unarmed man against an army of skilled warriors! But Arjuna knew that even the best of resources, such as the Narayani Sena, were useless without the strategic vision of Krishna. It transpired that the lone Krishna, serving as Arjuna's charioteer, was all the Pandavas needed to win the war of Kurukshetra, and Arjuna had chosen wisely. No prizes for guessing who made the best hiring decision!

 

Select Search Solutions is assisting leading organizations across multiple sectors with CXO hiring and board member recruitment.

 

Connect with us to benefit from our know-how on executive search in India.

Related Keyphrases:

childhood onwards Lord Krishna | Strong communication skills | different leadership styles | lone Krishna | effective business leaders | Shri Krishna | Motivating team members | Pandavas team | nbsp | Individual responsibility | situational leadership | fearsome Narayani Sena | superior communication | negotiation skills | interpersonal relations

To say that gender pay gap is universal is hardly an exaggeration with figures dangerously favouring males in nearly all industries and roles. 

Gender continues to be a significant parameter in determining salaries in India, as men earned a median gross hourly salary of Rs 345.8, whereas women earned Rs 259.8, a survey has showed.


Median Hourly Wage by Age & Gender

Based on the data for the eight sectors covered by this report, the overall gender pay gap in India amounts to 25% in 2016. The largest gender pay gap in 2016 was found in the Transport, logistics, and communication (42.4%). The lowest was recorded in the Education and research, where women earned 3.4% more than men.


Sectorial overview

Information and Communication Technology Services

• The average gender pay gap of 38.2% is one of the widest observed in this report. Women earn Rs142.5 less per hour than men.

Financial Services, Banking and Insurance

• The gender pay gap in the financial services, banking and insurance sector amounts to 21.5%.  On average, men earn an hourly median wage of Rs346.4 and women Rs272.

Education and Research

• In the education and research sector, the gender pays gap amounts to 14.7% on average. The gender pay gap increased again from 19.2% and 13.1% in 2014 and 2015, respectively, to -3.4% in 2016

Healthcare, Caring services, and Social Work

• On average, a 22.6% gender gap exists in the healthcare, caring services, and social work sector. Male employees earned Rs242.4, female employees Rs187.6 per hour.

Construction and Technical Consultancy

•. On an average, men earned Rs52.2 more than women in this sector. Thus, there is a gender pay gap of 18.1%.

Legal and Market Consultancy and Business Activities

• On average, the gender pay gap in the legal and market consultancy and business activities sector is 27.5% (Rs73.9) per hour. Women earn Rs195.0, men Rs268.9.

Transport, Logistics and Communications

• Professionals in the transport, logistics and communications sector earn similar wages on average. Women remain underpaid by 5.2%.

Why Gender Pay gap exists? 

Some reasons behind this gap could be “preference for male employees over female employees, preference for the promotion of male employees to supervisory positions (the glass ceiling), career breaks of women due to parenthood duties, and other socio-cultural factors.

There is a dire need for tangible initiatives to bridge this pay gap by removing structural impediments to women's growth providing access to skills training, jobs and decision-making.

Shattering the glass ceiling

Several women hold key leadership positions, earning enviable salaries in jobs in India in various industry sectors, taking up new challenges, and empowering their teams to come up with the best possible solutions. With thousands of people reporting to them, these women are a force to reckon with in the business.

Why hire women?

Women are unique in many ways as they come with stronger social values, ethos, diversity, resilience, and the determination to not settle for anything but the best. They bring a unique perspective and approach to any challenge. The skills and expertise of women is essential to India’s economic recovery and growth. Optimising women's productivity, creativity and energy is a win-win game for enterprises, workers, governments and societies.

Description:

To say that gender pay gap is universal is hardly an exaggeration with figures dangerously favouring males in nearly all industries and roles. 

Gender continues to be a significant parameter in determining salaries in India, as men earned a median gross hourly salary of Rs 345.8, whereas women earned Rs 259.8, a survey has showed.


Median Hourly Wage by Age & Gender

Based on the data for the eight sectors covered by this report, the overall gender pay gap in India amounts to 25% in 2016. The largest gender pay gap in 2016 was found in the Transport, logistics, and communication (42.4%). The lowest was recorded in the Education and research, where women earned 3.4% more than men.


Sectorial overview

Information and Communication Technology Services

• The average gender pay gap of 38.2% is one of the widest observed in this report. Women earn Rs142.5 less per hour than men.

Financial Services, Banking and Insurance

• The gender pay gap in the financial services, banking and insurance sector amounts to 21.5%.  On average, men earn an hourly median wage of Rs346.4 and women Rs272.

Education and Research

• In the education and research sector, the gender pays gap amounts to 14.7% on average. The gender pay gap increased again from 19.2% and 13.1% in 2014 and 2015, respectively, to -3.4% in 2016

Healthcare, Caring services, and Social Work

• On average, a 22.6% gender gap exists in the healthcare, caring services, and social work sector. Male employees earned Rs242.4, female employees Rs187.6 per hour.

Construction and Technical Consultancy

•. On an average, men earned Rs52.2 more than women in this sector. Thus, there is a gender pay gap of 18.1%.

Legal and Market Consultancy and Business Activities

• On average, the gender pay gap in the legal and market consultancy and business activities sector is 27.5% (Rs73.9) per hour. Women earn Rs195.0, men Rs268.9.

Transport, Logistics and Communications

• Professionals in the transport, logistics and communications sector earn similar wages on average. Women remain underpaid by 5.2%.

Why Gender Pay gap exists? 

Some reasons behind this gap could be “preference for male employees over female employees, preference for the promotion of male employees to supervisory positions (the glass ceiling), career breaks of women due to parenthood duties, and other socio-cultural factors.

There is a dire need for tangible initiatives to bridge this pay gap by removing structural impediments to women's growth providing access to skills training, jobs and decision-making.

Shattering the glass ceiling

Several women hold key leadership positions, earning enviable salaries in jobs in India in various industry sectors, taking up new challenges, and empowering their teams to come up with the best possible solutions. With thousands of people reporting to them, these women are a force to reckon with in the business.

Why hire women?

Women are unique in many ways as they come with stronger social values, ethos, diversity, resilience, and the determination to not settle for anything but the best. They bring a unique perspective and approach to any challenge. The skills and expertise of women is essential to India’s economic recovery and growth. Optimising women's productivity, creativity and energy is a win-win game for enterprises, workers, governments and societies.

Related Keyphrases:

average gender pay gap | overall gender pay gap | business activities sector | gender gap | insurance sector amounts | Optimising women | communications sector | various industry sectors | key leadership positions | Communication Technology | Women remain underpaid | social work sector | whereas women | gap amounts

(livemint)

It is too early to celebrate starts ups in India, considering they have a long way to go.

Not a particularly good year for Indian start-ups. After some good years of funding and generous valuations, the market is currently dull. Most start-ups fail ending with messy shutdowns and employees left with worthless stock options.

While the risks are high, the fascination with start-ups remains at an all-time high considering they are considered as trendy, cool, open hierarchy workplaces, mixing hard work with play.

The reality however is different for people directly involved in a start-up. There is independence and challenge that motivates and there is hope that the grime and sweat will pay off but the uncertainty can be taxing.


So what is so attractive about a start-up?

It’s great to think about young college graduates suddently striking it big. While most Indians think of a good education and middle class life, starts up offer them an opportunity to think and achieve something bigger.

Start-ups are infectious with their dynamism and audacity and certain positivity in trying to change how business is done in India and moving the country forward. Compared to other businesses, the technology sector and start-ups in particular have a clean image.

They get immense exposure, support and publicity from the media focussing on their achievements, fund raising activities and have their fair share accelerators, incubators and mentors who make sure that the sector gets more than its due.

However, the number of starts up is still low, and success rates are comparatively quite low. Technology-enabled businesses are the future, but the Indian market is still nascent and in spite of deals and acquisitions, liquidity for founders and employees remains exceedingly rare.

Yet, India needs more start-ups; ambitious entrepreneurs who with their wilful ignorance and youthful confidence can bring in change.

As of today, it seems a bit premature to celebrate start-up successes before the sector has proven itself. Start-up founders and employees need to focus on building a product that adds value. Start-ups are associated with fast growth and obsessive thinking on how things can be done better in company building.

The biggest factor between start-ups that succeed and those that fail is persistence. There are rarely any overnight success stories. Most of them are working hard since years. Start-ups are not always about glamour and quick money.

Description:

(livemint)

It is too early to celebrate starts ups in India, considering they have a long way to go.

Not a particularly good year for Indian start-ups. After some good years of funding and generous valuations, the market is currently dull. Most start-ups fail ending with messy shutdowns and employees left with worthless stock options.

While the risks are high, the fascination with start-ups remains at an all-time high considering they are considered as trendy, cool, open hierarchy workplaces, mixing hard work with play.

The reality however is different for people directly involved in a start-up. There is independence and challenge that motivates and there is hope that the grime and sweat will pay off but the uncertainty can be taxing.


So what is so attractive about a start-up?

It’s great to think about young college graduates suddently striking it big. While most Indians think of a good education and middle class life, starts up offer them an opportunity to think and achieve something bigger.

Start-ups are infectious with their dynamism and audacity and certain positivity in trying to change how business is done in India and moving the country forward. Compared to other businesses, the technology sector and start-ups in particular have a clean image.

They get immense exposure, support and publicity from the media focussing on their achievements, fund raising activities and have their fair share accelerators, incubators and mentors who make sure that the sector gets more than its due.

However, the number of starts up is still low, and success rates are comparatively quite low. Technology-enabled businesses are the future, but the Indian market is still nascent and in spite of deals and acquisitions, liquidity for founders and employees remains exceedingly rare.

Yet, India needs more start-ups; ambitious entrepreneurs who with their wilful ignorance and youthful confidence can bring in change.

As of today, it seems a bit premature to celebrate start-up successes before the sector has proven itself. Start-up founders and employees need to focus on building a product that adds value. Start-ups are associated with fast growth and obsessive thinking on how things can be done better in company building.

The biggest factor between start-ups that succeed and those that fail is persistence. There are rarely any overnight success stories. Most of them are working hard since years. Start-ups are not always about glamour and quick money.

Related Keyphrases:

celebrate starts ups | overnight success stories | open hierarchy workplaces | young college graduates | fair share accelerators | ambitious entrepreneurs | youthful confidence | generous valuations | obsessive thinking | certain positivity | middle class life | wilful ignorance | good education | immense exposure | Indian market

(livemint)

It is too early to celebrate starts ups in India, considering they have a long way to go.

Not a particularly good year for Indian start-ups. After some good years of funding and generous valuations, the market is currently dull. Most start-ups fail ending with messy shutdowns and employees left with worthless stock options.

While the risks are high, the fascination with start-ups remains at an all-time high considering they are considered as trendy, cool, open hierarchy workplaces, mixing hard work with play.

The reality however is different for people directly involved in a start-up. There is independence and challenge that motivates and there is hope that the grime and sweat will pay off but the uncertainty can be taxing

So what is so attractive about a start-up?

It???s great to think about young college graduates suddently striking it big. While most Indians think of a good education and middle class life, starts up offer them an opportunity to think and achieve something bigger.

Start-ups are infectious with their dynamism and audacity and certain positivity in trying to change how business is done in India and moving the country forward. Compared to other businesses, the technology sector and start-ups in particular have a clean image.

They get immense exposure, support and publicity from the media focussing on their achievements, fund raising activities and have their fair share accelerators, incubators and mentors who make sure that the sector gets more than its due.

However, the number of starts up is still low, and success rates are comparatively quite low. Technology-enabled businesses are the future, but the Indian market is still nascent and in spite of deals and acquisitions, liquidity for founders and employees remains exceedingly rare.

Yet, India needs more start-ups; ambitious entrepreneurs who with their wilful ignorance and youthful confidence can bring in change.

As of today, it seems a bit premature to celebrate start-up successes before the sector has proven itself. Start-up founders and employees need to focus on building a product that adds value. Start-ups are associated with fast growth and obsessive thinking on how things can be done better in company building.

The biggest factor between start-ups that succeed and those that fail is persistence. There are rarely any overnight success stories. Most of them are working hard since years. Start-ups are not always about glamour and quick money.

Description:

(livemint)

It is too early to celebrate starts ups in India, considering they have a long way to go.

Not a particularly good year for Indian start-ups. After some good years of funding and generous valuations, the market is currently dull. Most start-ups fail ending with messy shutdowns and employees left with worthless stock options.

While the risks are high, the fascination with start-ups remains at an all-time high considering they are considered as trendy, cool, open hierarchy workplaces, mixing hard work with play.

The reality however is different for people directly involved in a start-up. There is independence and challenge that motivates and there is hope that the grime and sweat will pay off but the uncertainty can be taxing

So what is so attractive about a start-up?

It???s great to think about young college graduates suddently striking it big. While most Indians think of a good education and middle class life, starts up offer them an opportunity to think and achieve something bigger.

Start-ups are infectious with their dynamism and audacity and certain positivity in trying to change how business is done in India and moving the country forward. Compared to other businesses, the technology sector and start-ups in particular have a clean image.

They get immense exposure, support and publicity from the media focussing on their achievements, fund raising activities and have their fair share accelerators, incubators and mentors who make sure that the sector gets more than its due.

However, the number of starts up is still low, and success rates are comparatively quite low. Technology-enabled businesses are the future, but the Indian market is still nascent and in spite of deals and acquisitions, liquidity for founders and employees remains exceedingly rare.

Yet, India needs more start-ups; ambitious entrepreneurs who with their wilful ignorance and youthful confidence can bring in change.

As of today, it seems a bit premature to celebrate start-up successes before the sector has proven itself. Start-up founders and employees need to focus on building a product that adds value. Start-ups are associated with fast growth and obsessive thinking on how things can be done better in company building.

The biggest factor between start-ups that succeed and those that fail is persistence. There are rarely any overnight success stories. Most of them are working hard since years. Start-ups are not always about glamour and quick money.

Related Keyphrases:

celebrate starts ups | overnight success stories | open hierarchy workplaces | young college graduates | fair share accelerators | ambitious entrepreneurs | youthful confidence | generous valuations | obsessive thinking | certain positivity | middle class life | wilful ignorance | good education | immense exposure | Indian market

Research proves that great work environments and happy employees are the best combination possible. All management efforts are fruitless when managing unhappy people. Hence, making sure employees feel valued, wanted and happy can improve overall productivity and save money.


Happy employees are less likely to leave you

While exploring the relationship between job satisfaction and employee turnover intention, it was found that companies with great culture will likely have a lower job turnover intention. 


Happy Employees means more productivity

People who were affected with something positive showed about higher productivity, while unhappy ones were less productive.


What are ways to a good work environment?

First you need good culture

To create a happier and healthier environment it’s important to first set up a good communication channel between managers and employees. Managers and leaders should create an open and selfless culture which will stand out from day one.


Happiness through the right perks

  • Frequent feedback and rewards.
  • It’s proven that frequent feedback and rewards have a greater influence on people than one big thing once a year.
  • Positive experiences with bigger impact.
  • Everything new and unexpected gets our attention and breaks the routine. Positive social activities can also override the occasional unavoidable bad news.
  • New experiences rather than objects.
  • Evidence indicates that providing new positive life experiences tends to provide a greater happiness boost than spending a comparable amount on material objects.
  • Surrounding environment can trigger happiness.
  • Adding little things at the office can boost the mood. Good music, delicious snacks or flowers can create a better feeling and improve performance.
  • Focusing on achievements and job appreciation. 
  • Spending more effort asking and listening to employee achievements, rather than a continuous focus on what’s broken or not done helps to keep the morale up.


It is true that for business success performance numbers are important and financial well-being vital. But by providing good working conditions, great team culture and something extra to make employees happy, you can boost company’s productivity and accelerate your business to rocket speed.

Happiness at work is a win-win. Happy, engaged people are healthier, more productive; they have more ideas, are more likely to contribute over and above the responsibilities of their job and help out colleagues, are less likely to leave or be off sick and are more likely to get to work on time.


What Creates a Team Environment?

Creating a team environment in a company does not come easy. To effectively build teams, it is important to remember that:

  • Teamwork is based on a company’s culture. Companies that encourage open, honest communication and foster employee interaction are in a better position to have good teamwork among employees.
  • Team spirit comes from the top. Building effective teams with the right attitude emanates from the highest levels of an organization. Only by flattening the traditional organizational pyramid can one expect to instill the right team culture.
  • People must fit the culture. Some people are team players and some aren’t. It’s partly a question of personality and partly a matter of training. One person in the team with the wrong attitude can undermine the effort of the entire team. Hiring only people with the right traits for teamwork is crucial in building effective teams.
  • The benefits of teamwork include increased efficiency, the ability to focus different minds on the same problem and mutual support. Efficiency: When a team is able to work well together they accomplish more than individuals can do alone. Cohesive, professional and friendly teams can create welcoming atmospheres that make customers feel at ease.


At Select Global Solutions, we have a great sense of togetherness and team spirit. Team members learn and build on each other’s skills to create more impressive results in the workplace, a great track record and several satisfied customers.


Description:

Research proves that great work environments and happy employees are the best combination possible. All management efforts are fruitless when managing unhappy people. Hence, making sure employees feel valued, wanted and happy can improve overall productivity and save money.


Happy employees are less likely to leave you

While exploring the relationship between job satisfaction and employee turnover intention, it was found that companies with great culture will likely have a lower job turnover intention. 


Happy Employees means more productivity

People who were affected with something positive showed about higher productivity, while unhappy ones were less productive.


What are ways to a good work environment?

First you need good culture

To create a happier and healthier environment it’s important to first set up a good communication channel between managers and employees. Managers and leaders should create an open and selfless culture which will stand out from day one.


Happiness through the right perks

  • Frequent feedback and rewards.
  • It’s proven that frequent feedback and rewards have a greater influence on people than one big thing once a year.
  • Positive experiences with bigger impact.
  • Everything new and unexpected gets our attention and breaks the routine. Positive social activities can also override the occasional unavoidable bad news.
  • New experiences rather than objects.
  • Evidence indicates that providing new positive life experiences tends to provide a greater happiness boost than spending a comparable amount on material objects.
  • Surrounding environment can trigger happiness.
  • Adding little things at the office can boost the mood. Good music, delicious snacks or flowers can create a better feeling and improve performance.
  • Focusing on achievements and job appreciation. 
  • Spending more effort asking and listening to employee achievements, rather than a continuous focus on what’s broken or not done helps to keep the morale up.


It is true that for business success performance numbers are important and financial well-being vital. But by providing good working conditions, great team culture and something extra to make employees happy, you can boost company’s productivity and accelerate your business to rocket speed.

Happiness at work is a win-win. Happy, engaged people are healthier, more productive; they have more ideas, are more likely to contribute over and above the responsibilities of their job and help out colleagues, are less likely to leave or be off sick and are more likely to get to work on time.


What Creates a Team Environment?

Creating a team environment in a company does not come easy. To effectively build teams, it is important to remember that:

  • Teamwork is based on a company’s culture. Companies that encourage open, honest communication and foster employee interaction are in a better position to have good teamwork among employees.
  • Team spirit comes from the top. Building effective teams with the right attitude emanates from the highest levels of an organization. Only by flattening the traditional organizational pyramid can one expect to instill the right team culture.
  • People must fit the culture. Some people are team players and some aren’t. It’s partly a question of personality and partly a matter of training. One person in the team with the wrong attitude can undermine the effort of the entire team. Hiring only people with the right traits for teamwork is crucial in building effective teams.
  • The benefits of teamwork include increased efficiency, the ability to focus different minds on the same problem and mutual support. Efficiency: When a team is able to work well together they accomplish more than individuals can do alone. Cohesive, professional and friendly teams can create welcoming atmospheres that make customers feel at ease.


At Select Global Solutions, we have a great sense of togetherness and team spirit. Team members learn and build on each other’s skills to create more impressive results in the workplace, a great track record and several satisfied customers.


Related Keyphrases:

business success performance numbers | great team culture | traditional organizational pyramid | new positive life experiences | good work environment | great work environments | employee turnover intention | good communication channel | improve overall productivity | right perksFrequent feedback | foster employee interaction | Building effective teams | create welcoming atmospheres | Positive social activities | good working conditions

Research proves that great work environments and happy employees are the best combination possible. All management efforts are fruitless when managing unhappy people. Hence, making sure employees feel valued, wanted and happy can improve overall productivity and save money.

Happy employees are less likely to leave you

While exploring the relationship between job satisfaction and employee turnover intention, it was found that companies with great culture will likely have a lower job turnover intention. 

Happy Employees means more productivity

People who were affected with something positive showed about higher productivity, while unhappy ones were less productive.

What are ways to a good work environment?

First you need good culture

To create a happier and healthier environment it???s important to first set up a good communication channel between managers and employees. Managers and leaders should create an open and selfless culture which will stand out from day one.

Happiness through the right perks

  • Frequent feedback and rewards.
  • It???s proven that frequent feedback and rewards have a greater influence on people than one big thing once a year.
  • Positive experiences with bigger impact.
  • Everything new and unexpected gets our attention and breaks the routine. Positive social activities can also override the occasional unavoidable bad news.
  • New experiences rather than objects.
  • Evidence indicates that providing new positive life experiences tends to provide a greater happiness boost than spending a comparable amount on material objects.
  • Surrounding environment can trigger happiness.
  • Adding little things at the office can boost the mood. Good music, delicious snacks or flowers can create a better feeling and improve performance.
  • Focusing on achievements and job appreciation. 
  • Spending more effort asking and listening to employee achievements, rather than a continuous focus on what???s broken or not done helps to keep the morale up.

It is true that for business success performance numbers are important and financial well-being vital. But by providing good working conditions, great team culture and something extra to make employees happy, you can boost company???s productivity and accelerate your business to rocket speed.

Happiness at work is a win-win. Happy, engaged people are healthier, more productive; they have more ideas, are more likely to contribute over and above the responsibilities of their job and help out colleagues, are less likely to leave or be off sick and are more likely to get to work on time.

What Creates a Team Environment?

Creating a team environment in a company does not come easy. To effectively build teams, it is important to remember that:

  • Teamwork is based on a company???s culture. Companies that encourage open, honest communication and foster employee interaction are in a better position to have good teamwork among employees.
  • Team spirit comes from the top. Building effective teams with the right attitude emanates from the highest levels of an organization. Only by flattening the traditional organizational pyramid can one expect to instill the right team culture.
  • People must fit the culture. Some people are team players and some aren???t. It???s partly a question of personality and partly a matter of training. One person in the team with the wrong attitude can undermine the effort of the entire team. Hiring only people with the right traits for teamwork is crucial in building effective teams.
  • The benefits of teamwork include increased efficiency, the ability to focus different minds on the same problem and mutual support. Efficiency: When a team is able to work well together they accomplish more than individuals can do alone. Cohesive, professional and friendly teams can create welcoming atmospheres that make customers feel at ease.

At Select Search Solutions, we have a great sense of togetherness and team spirit. Team members learn and build on each other???s skills to create more impressive results in the workplace, a great track record and several satisfied customers.

Looking for a challenging role or the right leadership talent to take your organisation to the next level? Get in touch with Vineet Joshi at vineet@selectglobal.co.in or visit our website http://www.selectsearchsolutions.com/

Description:

Research proves that great work environments and happy employees are the best combination possible. All management efforts are fruitless when managing unhappy people. Hence, making sure employees feel valued, wanted and happy can improve overall productivity and save money.

Happy employees are less likely to leave you

While exploring the relationship between job satisfaction and employee turnover intention, it was found that companies with great culture will likely have a lower job turnover intention. 

Happy Employees means more productivity

People who were affected with something positive showed about higher productivity, while unhappy ones were less productive.

What are ways to a good work environment?

First you need good culture

To create a happier and healthier environment it???s important to first set up a good communication channel between managers and employees. Managers and leaders should create an open and selfless culture which will stand out from day one.

Happiness through the right perks

  • Frequent feedback and rewards.
  • It???s proven that frequent feedback and rewards have a greater influence on people than one big thing once a year.
  • Positive experiences with bigger impact.
  • Everything new and unexpected gets our attention and breaks the routine. Positive social activities can also override the occasional unavoidable bad news.
  • New experiences rather than objects.
  • Evidence indicates that providing new positive life experiences tends to provide a greater happiness boost than spending a comparable amount on material objects.
  • Surrounding environment can trigger happiness.
  • Adding little things at the office can boost the mood. Good music, delicious snacks or flowers can create a better feeling and improve performance.
  • Focusing on achievements and job appreciation. 
  • Spending more effort asking and listening to employee achievements, rather than a continuous focus on what???s broken or not done helps to keep the morale up.

It is true that for business success performance numbers are important and financial well-being vital. But by providing good working conditions, great team culture and something extra to make employees happy, you can boost company???s productivity and accelerate your business to rocket speed.

Happiness at work is a win-win. Happy, engaged people are healthier, more productive; they have more ideas, are more likely to contribute over and above the responsibilities of their job and help out colleagues, are less likely to leave or be off sick and are more likely to get to work on time.

What Creates a Team Environment?

Creating a team environment in a company does not come easy. To effectively build teams, it is important to remember that:

  • Teamwork is based on a company???s culture. Companies that encourage open, honest communication and foster employee interaction are in a better position to have good teamwork among employees.
  • Team spirit comes from the top. Building effective teams with the right attitude emanates from the highest levels of an organization. Only by flattening the traditional organizational pyramid can one expect to instill the right team culture.
  • People must fit the culture. Some people are team players and some aren???t. It???s partly a question of personality and partly a matter of training. One person in the team with the wrong attitude can undermine the effort of the entire team. Hiring only people with the right traits for teamwork is crucial in building effective teams.
  • The benefits of teamwork include increased efficiency, the ability to focus different minds on the same problem and mutual support. Efficiency: When a team is able to work well together they accomplish more than individuals can do alone. Cohesive, professional and friendly teams can create welcoming atmospheres that make customers feel at ease.

At Select Search Solutions, we have a great sense of togetherness and team spirit. Team members learn and build on each other???s skills to create more impressive results in the workplace, a great track record and several satisfied customers.

Looking for a challenging role or the right leadership talent to take your organisation to the next level? Get in touch with Vineet Joshi at vineet@selectglobal.co.in or visit our website http://www.selectsearchsolutions.com/

Related Keyphrases:

business success performance numbers | great team culture | traditional organizational pyramid | new positive life experiences | great work environments | good work environment | employee turnover intention | improve overall productivity | good communication channel | foster employee interaction | Building effective teams | create welcoming atmospheres | Positive social activities | Surrounding environment | good working conditions

It is a great time for start-ups in India with high-quality entrepreneurs, good ideas and the very important funding ecosystem in the form of angel investors, seed capital, growth capital and PEs.

With an increasing number of start-ups emerging into the consumer internet space, there is a demand for skilled and qualified talents. This triggers a huge number of opportunities for freshers and experienced candidates at all levels.

Hiring for start-ups is not only about sourcing, interviewing candidates, and getting the vacancy filled; it is looking for people who are motivated and enthusiastic about the idea.

What are the challenges a start-up could face while hiring?

  1. Finding natural leaders
  2. Start-ups need the right talent to reach their goals. With a small staff, the impact of hiring a great fit—or a mismatch—is magnified. They cannot afford to make hiring mistakes and lose time and money. Working at a start-up requires hard work and dedication at every step. Finding individuals who are proactive, problem solvers with a willingness to roll up their sleeves and get it done is essential for a start-up business. 
  3. Finding motivated people
  4. Motivation comes before skills in a start-up. Apart from the right skills set for any particular role, it is highly essential to gauge the motivation of the person — where this motivation coming from and what is are the associated expectations, both short and long term.
  5. Cultural Fit
  6. A poor culture fit can bring down the entire venture, while a strong fit can strengthen morale, boost productivity and encourage innovation. The working environment in a start-up is dynamic and fast paced which may not suit applicants from traditional industries. Even candidates with the right skills and experience may not be the right fit. Start-ups cannot afford to spend extra time and efforts to align people with the organisation.
  7. Finding Agile, quick and adjustable people
  8. It could be difficult to find employees who are agile, quick thinking and quickly adjust to a new and changing working style. Professionals who have not worked with starts ups before could find it tough to adjust initially.
  9. Self-Thinkers & Executors
  10. In a start-up you need to think entrepreneurially, take a project and run with it. If you are going to work for an entrepreneur, you better start acting like one. It could be challenging to find people who are mature enough to manage their work independently without much supervision.
  11. Time Shortage 
  12. The time gap between the decisions to hire to actual hiring is short in a start-up. Keeping the position open for too long or hastily hiring the wrong candidate can impact the business negatively. Making the right trade-off between speed and perfection is a constant challenge.
  13. Self-Starting and committed candidates
  14. Since work areas or responsibilities in a small start-up could be hazy, the challenge would be to find a multitasking, self-starting candidate who will be self-driven, motivated and would take up new initiatives and find work for themselves. There are the rare to find high potential candidates who will learn quickly and grow fast in their career.
  15. The right soft skills 
  16. Almost always a start-up measure people on 4 things – attitude (to learn/grow/make things happen fast), existing skill set, maturity and communication skills. IT would surely be a challenge to find candidates with all of these 4 soft skills.
  17. Competition
  18. For starts up looking for employees with rare or specialised skills, getting the right person to join could be difficult as good candidates would also be pursued by other recruiters with competitive pay scales and work environments.
  19. Lack of start-up oriented hiring tools
  20. While there are several recruitment agencies, online job portals and social networking sites, very few are specifically directed towards start-ups. Traditional recruitment solutions like job portals do not provide quality talent and a lot of new companies, which lack a proper recruiting process, are often clueless on how to recruit.


At Select Global Solutions we understand the challenges and needs for hiring for start-ups. Our team is currently working with several start-ups to find top talent with the attitude, skills sets and enthusiasm to take their entrepreneurial vision to the next level. We also understand the different compensation structures that are unique to startups, and are able to explain to prospective candidates what ESOP schemes or other equity/stock option components are.

We are proud to be associated with exciting new ventures around innovative product, service, process or a platform by helping them connect to potential team members who share their vision.

(Source: Indeed, I am wire, Money Control, Entrepreneur)

Description:

It is a great time for start-ups in India with high-quality entrepreneurs, good ideas and the very important funding ecosystem in the form of angel investors, seed capital, growth capital and PEs.

With an increasing number of start-ups emerging into the consumer internet space, there is a demand for skilled and qualified talents. This triggers a huge number of opportunities for freshers and experienced candidates at all levels.

Hiring for start-ups is not only about sourcing, interviewing candidates, and getting the vacancy filled; it is looking for people who are motivated and enthusiastic about the idea.

What are the challenges a start-up could face while hiring?

  1. Finding natural leaders
  2. Start-ups need the right talent to reach their goals. With a small staff, the impact of hiring a great fit—or a mismatch—is magnified. They cannot afford to make hiring mistakes and lose time and money. Working at a start-up requires hard work and dedication at every step. Finding individuals who are proactive, problem solvers with a willingness to roll up their sleeves and get it done is essential for a start-up business. 
  3. Finding motivated people
  4. Motivation comes before skills in a start-up. Apart from the right skills set for any particular role, it is highly essential to gauge the motivation of the person — where this motivation coming from and what is are the associated expectations, both short and long term.
  5. Cultural Fit
  6. A poor culture fit can bring down the entire venture, while a strong fit can strengthen morale, boost productivity and encourage innovation. The working environment in a start-up is dynamic and fast paced which may not suit applicants from traditional industries. Even candidates with the right skills and experience may not be the right fit. Start-ups cannot afford to spend extra time and efforts to align people with the organisation.
  7. Finding Agile, quick and adjustable people
  8. It could be difficult to find employees who are agile, quick thinking and quickly adjust to a new and changing working style. Professionals who have not worked with starts ups before could find it tough to adjust initially.
  9. Self-Thinkers & Executors
  10. In a start-up you need to think entrepreneurially, take a project and run with it. If you are going to work for an entrepreneur, you better start acting like one. It could be challenging to find people who are mature enough to manage their work independently without much supervision.
  11. Time Shortage 
  12. The time gap between the decisions to hire to actual hiring is short in a start-up. Keeping the position open for too long or hastily hiring the wrong candidate can impact the business negatively. Making the right trade-off between speed and perfection is a constant challenge.
  13. Self-Starting and committed candidates
  14. Since work areas or responsibilities in a small start-up could be hazy, the challenge would be to find a multitasking, self-starting candidate who will be self-driven, motivated and would take up new initiatives and find work for themselves. There are the rare to find high potential candidates who will learn quickly and grow fast in their career.
  15. The right soft skills 
  16. Almost always a start-up measure people on 4 things – attitude (to learn/grow/make things happen fast), existing skill set, maturity and communication skills. IT would surely be a challenge to find candidates with all of these 4 soft skills.
  17. Competition
  18. For starts up looking for employees with rare or specialised skills, getting the right person to join could be difficult as good candidates would also be pursued by other recruiters with competitive pay scales and work environments.
  19. Lack of start-up oriented hiring tools
  20. While there are several recruitment agencies, online job portals and social networking sites, very few are specifically directed towards start-ups. Traditional recruitment solutions like job portals do not provide quality talent and a lot of new companies, which lack a proper recruiting process, are often clueless on how to recruit.


At Select Global Solutions we understand the challenges and needs for hiring for start-ups. Our team is currently working with several start-ups to find top talent with the attitude, skills sets and enthusiasm to take their entrepreneurial vision to the next level. We also understand the different compensation structures that are unique to startups, and are able to explain to prospective candidates what ESOP schemes or other equity/stock option components are.

We are proud to be associated with exciting new ventures around innovative product, service, process or a platform by helping them connect to potential team members who share their vision.

(Source: Indeed, I am wire, Money Control, Entrepreneur)

Related Keyphrases:

find high potential candidates | right soft skills Almost | Finding motivated peopleMotivation | Traditional recruitment solutions | different compensation structures | candidatesSince work areas | several recruitment agencies | prospective candidates | important funding ecosystem | communication skills | proper recruiting process | FitA poor culture fit | right skills | consumer internet space | entrepreneurial vision

It is a great time for start-ups in India with high-quality entrepreneurs, good ideas and the very important funding ecosystem in the form of angel investors, seed capital, growth capital and PEs.

With an increasing number of start-ups emerging into the consumer internet space, there is a demand for skilled and qualified talents. This triggers a huge number of opportunities for freshers and experienced candidates at all levels.

Hiring for start-ups is not only about sourcing, interviewing candidates, and getting the vacancy filled; it is looking for people who are motivated and enthusiastic about the idea.

What are the challenges a start-up could face while hiring?

  1. Finding natural leaders
  2. Start-ups need the right talent to reach their goals. With a small staff, the impact of hiring a great fit???or a mismatch???is magnified. They cannot afford to make hiring mistakes and lose time and money. Working at a start-up requires hard work and dedication at every step. Finding individuals who are proactive, problem solvers with a willingness to roll up their sleeves and get it done is essential for a start-up business. 
  3. Finding motivated people
  4. Motivation comes before skills in a start-up. Apart from the right skills set for any particular role, it is highly essential to gauge the motivation of the person ??? where this motivation coming from and what is are the associated expectations, both short and long term.
  5. Cultural Fit
  6. A poor culture fit can bring down the entire venture, while a strong fit can strengthen morale, boost productivity and encourage innovation. The working environment in a start-up is dynamic and fast paced which may not suit applicants from traditional industries. Even candidates with the right skills and experience may not be the right fit. Start-ups cannot afford to spend extra time and efforts to align people with the organisation.
  7. Finding Agile, quick and adjustable people
  8. It could be difficult to find employees who are agile, quick thinking and quickly adjust to a new and changing working style. Professionals who have not worked with starts ups before could find it tough to adjust initially.
  9. Self-Thinkers & Executors
  10. In a start-up you need to think entrepreneurially, take a project and run with it. If you are going to work for an entrepreneur, you better start acting like one. It could be challenging to find people who are mature enough to manage their work independently without much supervision.
  11. Time Shortage 
  12. The time gap between the decisions to hire to actual hiring is short in a start-up. Keeping the position open for too long or hastily hiring the wrong candidate can impact the business negatively. Making the right trade-off between speed and perfection is a constant challenge.
  13. Self-Starting and committed candidates
  14. Since work areas or responsibilities in a small start-up could be hazy, the challenge would be to find a multitasking, self-starting candidate who will be self-driven, motivated and would take up new initiatives and find work for themselves. There are the rare to find high potential candidates who will learn quickly and grow fast in their career.
  15. The right soft skills 
  16. Almost always a start-up measure people on 4 things ??? attitude (to learn/grow/make things happen fast), existing skill set, maturity and communication skills. IT would surely be a challenge to find candidates with all of these 4 soft skills.
  17. Competition
  18. For starts up looking for employees with rare or specialised skills, getting the right person to join could be difficult as good candidates would also be pursued by other recruiters with competitive pay scales and work environments.
  19. Lack of start-up oriented hiring tools
  20. While there are several recruitment agencies, online job portals and social networking sites, very few are specifically directed towards start-ups. Traditional recruitment solutions like job portals do not provide quality talent and a lot of new companies, which lack a proper recruiting process, are often clueless on how to recruit.

At Select Search Solutions we understand the challenges and needs for hiring for start-ups. Our team is currently working with several start-ups to find top talent with the attitude, skills sets and enthusiasm to take their entrepreneurial vision to the next level. We also understand the different compensation structures that are unique to startups, and are able to explain to prospective candidates what ESOP schemes or other equity/stock option componenets are.

We are proud to be associated with exciting new ventures around innovative product, service, process or a platform by helping them connect to potential team members who share their vision.

(Source: Indeed, I am wire, Money Control, Entrepreneur)

Description:

It is a great time for start-ups in India with high-quality entrepreneurs, good ideas and the very important funding ecosystem in the form of angel investors, seed capital, growth capital and PEs.

With an increasing number of start-ups emerging into the consumer internet space, there is a demand for skilled and qualified talents. This triggers a huge number of opportunities for freshers and experienced candidates at all levels.

Hiring for start-ups is not only about sourcing, interviewing candidates, and getting the vacancy filled; it is looking for people who are motivated and enthusiastic about the idea.

What are the challenges a start-up could face while hiring?

  1. Finding natural leaders
  2. Start-ups need the right talent to reach their goals. With a small staff, the impact of hiring a great fit???or a mismatch???is magnified. They cannot afford to make hiring mistakes and lose time and money. Working at a start-up requires hard work and dedication at every step. Finding individuals who are proactive, problem solvers with a willingness to roll up their sleeves and get it done is essential for a start-up business. 
  3. Finding motivated people
  4. Motivation comes before skills in a start-up. Apart from the right skills set for any particular role, it is highly essential to gauge the motivation of the person ??? where this motivation coming from and what is are the associated expectations, both short and long term.
  5. Cultural Fit
  6. A poor culture fit can bring down the entire venture, while a strong fit can strengthen morale, boost productivity and encourage innovation. The working environment in a start-up is dynamic and fast paced which may not suit applicants from traditional industries. Even candidates with the right skills and experience may not be the right fit. Start-ups cannot afford to spend extra time and efforts to align people with the organisation.
  7. Finding Agile, quick and adjustable people
  8. It could be difficult to find employees who are agile, quick thinking and quickly adjust to a new and changing working style. Professionals who have not worked with starts ups before could find it tough to adjust initially.
  9. Self-Thinkers & Executors
  10. In a start-up you need to think entrepreneurially, take a project and run with it. If you are going to work for an entrepreneur, you better start acting like one. It could be challenging to find people who are mature enough to manage their work independently without much supervision.
  11. Time Shortage 
  12. The time gap between the decisions to hire to actual hiring is short in a start-up. Keeping the position open for too long or hastily hiring the wrong candidate can impact the business negatively. Making the right trade-off between speed and perfection is a constant challenge.
  13. Self-Starting and committed candidates
  14. Since work areas or responsibilities in a small start-up could be hazy, the challenge would be to find a multitasking, self-starting candidate who will be self-driven, motivated and would take up new initiatives and find work for themselves. There are the rare to find high potential candidates who will learn quickly and grow fast in their career.
  15. The right soft skills 
  16. Almost always a start-up measure people on 4 things ??? attitude (to learn/grow/make things happen fast), existing skill set, maturity and communication skills. IT would surely be a challenge to find candidates with all of these 4 soft skills.
  17. Competition
  18. For starts up looking for employees with rare or specialised skills, getting the right person to join could be difficult as good candidates would also be pursued by other recruiters with competitive pay scales and work environments.
  19. Lack of start-up oriented hiring tools
  20. While there are several recruitment agencies, online job portals and social networking sites, very few are specifically directed towards start-ups. Traditional recruitment solutions like job portals do not provide quality talent and a lot of new companies, which lack a proper recruiting process, are often clueless on how to recruit.

At Select Search Solutions we understand the challenges and needs for hiring for start-ups. Our team is currently working with several start-ups to find top talent with the attitude, skills sets and enthusiasm to take their entrepreneurial vision to the next level. We also understand the different compensation structures that are unique to startups, and are able to explain to prospective candidates what ESOP schemes or other equity/stock option componenets are.

We are proud to be associated with exciting new ventures around innovative product, service, process or a platform by helping them connect to potential team members who share their vision.

(Source: Indeed, I am wire, Money Control, Entrepreneur)

Related Keyphrases:

find high potential candidates | Traditional recruitment solutions | different compensation structures | Finding motivated people | several recruitment agencies | right soft skills | prospective candidates | important funding ecosystem | communication skills | proper recruiting process | Finding natural leaders | good candidates | right skills | consumer internet space | Select Search Solutions

(INC) What does a genuinely good and liked boss do really well? He thanks his employees. He recognises and praises them for hard work and achievement. One of the easiest and most effective rewards.

Showing appreciation to employees is good for business. Employees work better and get motivated to do the best when they are valued. So is there some pattern to say thanks or recognise people? Not really!

Here are some simple -- and free -- ways to show your gratitude and thank your employees for their hard work.

  1. Say, "Thanks."
  2. Yes employees get paid to do their work. Saying thanks when an employee drops off a report, say, "Thanks." When an employee spots a problem, say thanks. Your employees appreciate the gesture; they'll start to follow your lead and thank the people around them. That's the easiest way to build a culture of praise and recognition. Who does not like instant praise?
  3. Say "thanks" by providing greater freedom and autonomy.
  4. Providing employees with autonomy and independence is a way to say thanks. It helps them make more -- and more important -- decisions in the future. Because empowered employees almost always find ways to do their jobs better.
  5. Say "thanks" by genuinely seeking input.
  6. Say thanks to employees for their ideas and suggestions to show consideration for their time, showing you respect and trust the employee's input encourages them to engage with the work and the company.
  7. Say "thanks" by asking for help.
  8. Asking for help shows respect and trust for the other person. Go a step further and ask them how they solved a problem and your willingness to learn. In the process you'll show vulnerability, respect, and a willingness to listen -- which are all qualities of a great boss.
  9. Say "thanks" by lending a hand.
  10. Pitch in, offer to help and actually help. Offer in a way that feels collaborative, not patronizing or gratuitous. Model the behaviour you want your employees to display. Helping is a great way to prove you know a task is difficult -- and that you appreciate the hard work that goes into completing it.
  11. Say "thanks" by saying "you're welcome."
  12. Thank people for praise or a complement. That way you can show you were glad to do the work and appreciate the praise Show your employees that you want them to feel comfortable accepting, and appreciating, praise.


Description:

(INC) What does a genuinely good and liked boss do really well? He thanks his employees. He recognises and praises them for hard work and achievement. One of the easiest and most effective rewards.

Showing appreciation to employees is good for business. Employees work better and get motivated to do the best when they are valued. So is there some pattern to say thanks or recognise people? Not really!

Here are some simple -- and free -- ways to show your gratitude and thank your employees for their hard work.

  1. Say, "Thanks."
  2. Yes employees get paid to do their work. Saying thanks when an employee drops off a report, say, "Thanks." When an employee spots a problem, say thanks. Your employees appreciate the gesture; they'll start to follow your lead and thank the people around them. That's the easiest way to build a culture of praise and recognition. Who does not like instant praise?
  3. Say "thanks" by providing greater freedom and autonomy.
  4. Providing employees with autonomy and independence is a way to say thanks. It helps them make more -- and more important -- decisions in the future. Because empowered employees almost always find ways to do their jobs better.
  5. Say "thanks" by genuinely seeking input.
  6. Say thanks to employees for their ideas and suggestions to show consideration for their time, showing you respect and trust the employee's input encourages them to engage with the work and the company.
  7. Say "thanks" by asking for help.
  8. Asking for help shows respect and trust for the other person. Go a step further and ask them how they solved a problem and your willingness to learn. In the process you'll show vulnerability, respect, and a willingness to listen -- which are all qualities of a great boss.
  9. Say "thanks" by lending a hand.
  10. Pitch in, offer to help and actually help. Offer in a way that feels collaborative, not patronizing or gratuitous. Model the behaviour you want your employees to display. Helping is a great way to prove you know a task is difficult -- and that you appreciate the hard work that goes into completing it.
  11. Say "thanks" by saying "you're welcome."
  12. Thank people for praise or a complement. That way you can show you were glad to do the work and appreciate the praise Show your employees that you want them to feel comfortable accepting, and appreciating, praise.


Related Keyphrases:

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(INC) What does a genuinely good and liked boss do really well? He thanks his employees. He recognises and praises them for hard work and achievement. One of the easiest and most effective rewards.

Showing appreciation to employees is good for business. Employees work better and get motivated to do the best when they are valued. So is there some pattern to say thanks or recognise people? Not really!

Here are some simple -- and free -- ways to show your gratitude and thank your employees for their hard work.

  1. Say, "Thanks."
  2. Yes employees get paid to do their work. Saying thanks when an employee drops off a report, say, "Thanks." When an employee spots a problem, say thanks. Your employees appreciate the gesture; they'll start to follow your lead and thank the people around them. That's the easiest way to build a culture of praise and recognition. Who does not like instant praise?
  3. Say "thanks" by providing greater freedom and autonomy.
  4. Providing employees with autonomy and independence is a way to say thanks. It helps them make more -- and more important -- decisions in the future. Because empowered employees almost always find ways to do their jobs better.
  5. Say "thanks" by genuinely seeking input.
  6. Say thanks to employees for their ideas and suggestions to show consideration for their time, showing you respect and trust the employee's input encourages them to engage with the work and the company.
  7. Say "thanks" by asking for help.
  8. Asking for help shows respect and trust for the other person. Go a step further and ask them how they solved a problem and your willingness to learn. In the process you'll show vulnerability, respect, and a willingness to listen -- which are all qualities of a great boss.
  9. Say "thanks" by lending a hand.
  10. Pitch in, offer to help and actually help. Offer in a way that feels collaborative, not patronizing or gratuitous. Model the behaviour you want your employees to display. Helping is a great way to prove you know a task is difficult -- and that you appreciate the hard work that goes into completing it.
  11. Say "thanks" by saying "you're welcome."
  12. Thank people for praise or a complement. That way you can show you were glad to do the work and appreciate the praise Show your employees that you want them to feel comfortable accepting, and appreciating, praise.


Description:

(INC) What does a genuinely good and liked boss do really well? He thanks his employees. He recognises and praises them for hard work and achievement. One of the easiest and most effective rewards.

Showing appreciation to employees is good for business. Employees work better and get motivated to do the best when they are valued. So is there some pattern to say thanks or recognise people? Not really!

Here are some simple -- and free -- ways to show your gratitude and thank your employees for their hard work.

  1. Say, "Thanks."
  2. Yes employees get paid to do their work. Saying thanks when an employee drops off a report, say, "Thanks." When an employee spots a problem, say thanks. Your employees appreciate the gesture; they'll start to follow your lead and thank the people around them. That's the easiest way to build a culture of praise and recognition. Who does not like instant praise?
  3. Say "thanks" by providing greater freedom and autonomy.
  4. Providing employees with autonomy and independence is a way to say thanks. It helps them make more -- and more important -- decisions in the future. Because empowered employees almost always find ways to do their jobs better.
  5. Say "thanks" by genuinely seeking input.
  6. Say thanks to employees for their ideas and suggestions to show consideration for their time, showing you respect and trust the employee's input encourages them to engage with the work and the company.
  7. Say "thanks" by asking for help.
  8. Asking for help shows respect and trust for the other person. Go a step further and ask them how they solved a problem and your willingness to learn. In the process you'll show vulnerability, respect, and a willingness to listen -- which are all qualities of a great boss.
  9. Say "thanks" by lending a hand.
  10. Pitch in, offer to help and actually help. Offer in a way that feels collaborative, not patronizing or gratuitous. Model the behaviour you want your employees to display. Helping is a great way to prove you know a task is difficult -- and that you appreciate the hard work that goes into completing it.
  11. Say "thanks" by saying "you're welcome."
  12. Thank people for praise or a complement. That way you can show you were glad to do the work and appreciate the praise Show your employees that you want them to feel comfortable accepting, and appreciating, praise.


Related Keyphrases:

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Across the world, men tend to get paid more than women for the same work. Estimates vary, but some studies have found that the gender pay gap is quite significant in many industries. For India, job search platform Monster has estimated that women are strongly underpaid with the overall gender pay gap at 25% in 2016.

In India, the gender pay gap story holds true. However, the reasons for this gap could reveal a very different story. The gender pay gap is primarily a manifestation of the underlying diversity challenges that organisations currently face.

On a positive note some companies are taking steps to resolve this. Adobe Systems announced a pay parity policy to close the gender wage gap across its India and global operations; in a move to fully eliminate the gender wage gap by early next year.

Employees in Adobe’s Indian offices compromise over a quarter of the organisation’s global strength. This move is aimed at abolishing the gender pay disparity in the technology industry, and is in line with the company's commitment towards building Adobe India as a diverse and inclusive workplace for all.

Adobe is moving away from the practice of looking at historic compensation. Other leading companies also acknowledged the problem and expressed that more initiatives were required to bring gender parity in companies and focus on the issue. In IT companies in India, there is no disparity at the entry level, but disparities begin at later stages of the career. Many experts point out that the situation is better in the IT industry compared to other industries.

Description:

Across the world, men tend to get paid more than women for the same work. Estimates vary, but some studies have found that the gender pay gap is quite significant in many industries. For India, job search platform Monster has estimated that women are strongly underpaid with the overall gender pay gap at 25% in 2016.

In India, the gender pay gap story holds true. However, the reasons for this gap could reveal a very different story. The gender pay gap is primarily a manifestation of the underlying diversity challenges that organisations currently face.

On a positive note some companies are taking steps to resolve this. Adobe Systems announced a pay parity policy to close the gender wage gap across its India and global operations; in a move to fully eliminate the gender wage gap by early next year.

Employees in Adobe’s Indian offices compromise over a quarter of the organisation’s global strength. This move is aimed at abolishing the gender pay disparity in the technology industry, and is in line with the company's commitment towards building Adobe India as a diverse and inclusive workplace for all.

Adobe is moving away from the practice of looking at historic compensation. Other leading companies also acknowledged the problem and expressed that more initiatives were required to bring gender parity in companies and focus on the issue. In IT companies in India, there is no disparity at the entry level, but disparities begin at later stages of the career. Many experts point out that the situation is better in the IT industry compared to other industries.

Related Keyphrases:

overall gender pay gap | gender pay gap story | gender pay disparity | job search platform Monster | gender wage gap | bring gender parity | pay parity policy | historic compensation | diversity challenges | technology industry | s global strength | inclusive workplace | global operations | commitment towards | Adobe India

Across the world, men tend to get paid more than women for the same work. Estimates vary, but some studies have found that the gender pay gap is quite significant in many industries. For India, job search platform Monster has estimated that women are strongly underpaid with the overall gender pay gap at 25% in 2016.

In India, the gender pay gap story holds true. However, the reasons for this gap could reveal a very different story. The gender pay gap is primarily a manifestation of the underlying diversity challenges that organisations currently face.

On a positive note some companies are taking steps to resolve this. Adobe Systems announced a pay parity policy to close the gender wage gap across its India and global operations; in a move to fully eliminate the gender wage gap by early next year.

Employees in Adobe???s Indian offices compromise over a quarter of the organisation???s global strength. This move is aimed at abolishing the gender pay disparity in the technology industry, and is in line with the company's commitment towards building Adobe India as a diverse and inclusive workplace for all.

Adobe is moving away from the practice of looking at historic compensation. Other leading companies also acknowledged the problem and expressed that more initiatives were required to bring gender parity in companies and focus on the issue. In IT companies in India, there is no disparity at the entry level, but disparities begin at later stages of the career. Many experts point out that the situation is better in the IT industry compared to other industries.

Description:

Across the world, men tend to get paid more than women for the same work. Estimates vary, but some studies have found that the gender pay gap is quite significant in many industries. For India, job search platform Monster has estimated that women are strongly underpaid with the overall gender pay gap at 25% in 2016.

In India, the gender pay gap story holds true. However, the reasons for this gap could reveal a very different story. The gender pay gap is primarily a manifestation of the underlying diversity challenges that organisations currently face.

On a positive note some companies are taking steps to resolve this. Adobe Systems announced a pay parity policy to close the gender wage gap across its India and global operations; in a move to fully eliminate the gender wage gap by early next year.

Employees in Adobe???s Indian offices compromise over a quarter of the organisation???s global strength. This move is aimed at abolishing the gender pay disparity in the technology industry, and is in line with the company's commitment towards building Adobe India as a diverse and inclusive workplace for all.

Adobe is moving away from the practice of looking at historic compensation. Other leading companies also acknowledged the problem and expressed that more initiatives were required to bring gender parity in companies and focus on the issue. In IT companies in India, there is no disparity at the entry level, but disparities begin at later stages of the career. Many experts point out that the situation is better in the IT industry compared to other industries.

Related Keyphrases:

overall gender pay gap | gender pay gap story | gender pay disparity | job search platform Monster | gender wage gap | bring gender parity | pay parity policy | historic compensation | diversity challenges | technology industry | inclusive workplace | Adobe India | global operations | commitment towards | different story