Category: Jobs

  • Why firms should keep accurate employee records(2)

    Last week, we explained that one of the tasks that organisations need to take seriously is the accurate handling of employee records. We stressed that it is necessary or even compulsory for organisations to maintain and update an employment file on every employee at least for organisational and legal purposes.

    We said keeping employee files allows organisations to keep credentials and reviews at their fingertips. We added that it also allows organisations to present information to one another quickly.

    We educated that many companies choose to keep files electronically or in databases, but plain manila folders still work well in many cases, implying that you can use whatever is most comfortable for you – and most likely to make you keep your employment folders up-to-date.

    We said when organising your employee folders, try and keep the information in order by date, beginning with the workers’ curriculum vitae and references, and an employment application letter. We advised that you also keep the original job description for each new employee and create room to note any changes in responsibilities over the coming months and years. We stressed that this strategy will make it easy for both an organisation and the employees to track how the position and skill set required for the position have changed.

    We educated that research shows that if your company offers health benefits, you will need to keep copies of any paperwork on those plans that an employee has filled out. We expatiated that this is because health care paperwork contains especially sensitive information and it is smart to keep it separate from all other types of employee paperwork, in a folder with tighter access control.

    We said keeping good records also means creating standard forms for things you will do all the time with every employee, especially that you will need a standard form for salary increases, another for performance reviews and another for disciplinary actions.

    We advised that managers should write down notes of conversations with employees about their performance and/or conduct, and these notes should be written on the same day that conversations take place.

    We said if a manager meets with an employee to deliver a written form of discipline, the disciplinary document alone is not a sufficient record of the issues, so factual notes about the content of the conversation between the manager and employee when the document was delivered are critical.

     

    Hidden benefit and company policies

    Alternatively, the casual conversations could be about something positive. Perhaps the employee performed particularly well on a project or received kudos from another employee or client. Those conversations should also be recorded. As regards where all such notes should be maintained, experts say you can start by looking at the company’s policies. Most companies have a centralised system for keeping personnel files.

    And those files usually contain things like the application, curriculum vitae, signed offer letter or employment agreement, tax documents, annual performance reviews, formal disciplinary documents, important signed employee notices, etc. But it is not every time that those files contain all the manager’s notes until after an employee leaves his or her employment.

    Most managers keep notes of employee conversations in a manager’s desk file, under lock and key. So are manager’s desk files considered to be a part of the official personnel file? Experts say the answer is not so clear.

     

    Right to see files

    The question that always arises as regards keeping employee records is: Do employees have the right to access their own files? The answer is Yes. According to Barrie Gross, a human resource development expert, “By law, in most states, employees do have the right to review their own employee files. While they can’t demand to see them on the spot, you must produce them within a reasonable time frame – say, 48 hours or so.”

    This request should not be a problem if someone in your organisation is maintaining your employee files properly. In most organisations, employees also have the right to make a copy of any document in their employee file. This should not be an issue, as the employee already should have seen and signed most of the documents in the file.

     

    Different policy

    If your company policy does not require you to allow employees to see their personnel folders, it would be smart to allow them access anyway. Having an open employee file rule builds trust. On the other hand, barring employees from reading about themselves sends a very negative signal and creates a bad corporate image or reputation.

     

    Departure

    On what to do with employees’ files after employees have left your company, research shows that to comply with international standard and regulations, in a well-regulated labour market, you must hang on to employee files for seven years after an employee has left your company.

    To defend your company against possible lawsuits concerning breach of employment, failure to pay overtime, employment discrimination, sexual harassment and any other type of employment issues, you should keep employee files for four years – the statute of limitations for such claims.

    If filing space is an issue at your office, box the files of former employees and place them in dead storage until the seven-year holding period expires. This is because it is cheaper than not being able to defend yourself in the event of an audit or lawsuit.

     

    Final note

    Beyond everything, keeping accurate employee records allows an organisation to achieve effective administration as well as management of its employees.

    • Concluded

    Till we meet on Wednesday.

     

    •GOKE ILESANMI, Managing Consultant/CEO of Gokmar Communication Consulting, is an International Platinum Columnist, Certified Public Speaker/MC, Communication Specialist, Motivational Speaker and Career Management Coach. He is also a Book Reviewer, Biographer and Editorial Consultant.

     

     

    Tel: 08055068773; 08187499425

    Email: gokeiles2010@gmail.com

    Website: www.gokeilesanmi.com

     

  • Enhancing performance with high expectations(2)

    Last week, we said economic performance is the basic function and contribution of any business enterprise, and the major purpose of its establishment. We explained that to achieve economic performance and results, a lot of (hard) work is required, and the work has to be thought through and done with direction, method and purpose.

    We added that to be able to achieve great corporate results, it is a truism that those in management positions have the onerous task of setting their priorities right as well as setting high expectations, especially that what you expect is what you get. That is, high expectations lead to high performance, while low expectations lead to low performance.

    We stressed that in spite of this principle, leaders and managers find it so difficult to apply this fundamental principle in the business world today, probably due to ignorance.

    We said when executives see themselves as solely responsible for the overall success of their organisations, subordinates can hardly be blamed for acting according to predictions.

    We explained that research has shown that the three parts of the self-fulfilling prophecy triangle include assumptions; manager/leader expectations and behaviour; and employee reactions.

    We expatiated that as regards expectations and behaviour of managers, research has confirmed that the assumptions managers make about their employees influence what they expect and how they treat them.

    We said for example, if you assume people are lazy, irresponsible and unmotivated, you will assign tasks on a piece-meal basis and micromanage; and you will frequently criticise their work and tell people they are lazy and irresponsible.

    We added that on the other hand, if you assume people are smart, motivated, responsible, and eager to learn, you will provide challenging assignments, freedom to do their jobs, and frequent coaching.

    We stressed that you will periodically praise their accomplishments and affirm your belief in their talents and abilities.

    We said as far as reactions of employees are concerned, research shows that employees tend to respond positively to a manager’s high expectations and confidence in their abilities. That is, if you expect people to be “winners” and treat them like “winners,” very soon they start to act like “winners”.

    We submitted that the opposite is also true. That is, if a manager’s expectations are low, employee productivity is likely to be poor, especially that more often than not, people do what they think they are expected to do.

     

    Personal level

    Even at the personal level, the principle of high expectations leading to high performance also applies. According to Norman Vincent Peale, author of “The Positive Way to Change Your Life”, there is a tendency in human beings to ultimately become precisely like that which they imagine or image or expect themselves to be.

    Peale says the concept of imaging is a form of mental activity that consists of vividly picturing in your conscious mind, a desired goal or objective, and holding that image until it sinks into your unconscious mind, where it releases great, untapped energies. So powerful is the imaging effect on thought, expectation and performance that a long-held visualisation of an objective or goal can become practically effective.

     

    Distinction

    The images other people hold of you do impinge on your life. But the images that affect us most strongly are the self-images that we develop as we move through the years. If you firmly image or believe that you are a person destined for success, success is what you ultimately will have.

    If somebody is convinced or expects that he or she will fail, failure will stalk him or her no matter where he or she goes. If a person thinks or expects scarcity, it will befall him or her. If you visualise or expect abundance flowing to you, it will surely happen this way.

     

    Reasons

    Research shows that why some managers and leaders set low expectations for their people are: Theory X assumptions. That is, some managers believe most people have little ambition and motivation. Therefore they expect very little.

    Another reason is the need to be liked. That is, some managers and leaders want to be liked. They do not set demanding goals because they think people will react with anger and resentment to the person setting the goal. Fear of failure is another reason. Some managers and leaders have a fear of failure.

     

    Another reason

    Finally, heavy workload constitutes another reason why some managers and leaders set low expectations for their people. Some managers believe that people’s workloads are already heavy, and demanding more will put their employees over the edge.

    On the other hand, top managers and leaders are demanding. They often set stretch goals such as improving productivity by 50 per cent or cutting cost by 40 per cent. These managers and leaders have great confidence in their people.

    They believe most people possess far more ability, energy and talent than they realise. So they try as much as possible to stretch their subordinates to the limit of their natural capacity.

     

    Parting shot

    A change in one of these three variables – assumptions, what managers expect, and employee reactions will usually affect the other two variables. A change in assumptions about people produces a change in what we expect they can accomplish. Employees respond to meet their manager’s expectations. So my advice is that as a manager or corporate leader, you need to always set high expectations to improve your organisation’s performance, or if you like, productivity and profitability.

     

    • Concluded

    PS: For those making inquiries about our Public Speaking, Business Presentation and Professional Writing Skills programme, please visit the website indicated on this page for details. Till we meet on Wednesday.

  • Jobs of the day

    1.GROUP OF COMPANIES FOR GRADUATE DEPOT ACCOUNTANTS .   

    A fast growing group of companies engaged in Books publishing, Printing and Packaging business with offices in all the six geopolitical region of the country has career opportunities for talented individuals who are goal getter for the  position of depot Accountants.
    Responsibilities

    • Keep record of all transactions involving sales of stock for the District
    • Collect stock proceeds (cash, cheque etc) and lodge into the company’s bank account without delay
    • Maintain the impress account for the depot office
    • Prepare and render periodic reports as appropriate
    • Carry out bank reconciliation and other related activities.
    • Carry out other assigned duties.

    Requirements and Qualification

    • Must be very meticulous and good at figures
    • Must be honest and diligent
    • Should have minimum of BSc/HND Accounting
    • Possession of relevant professional qualification is an added advantage

    Mode Of Application:
    Interested and qualified candidates should send their applications, attaching their CVs to: melrose.books@yahoo.com or:
    Aristocrat Complex
    Yebade B/Stop,
    Ijoko Road, Sango – Ota
    Ogun State

    Application Deadline: December 10, 2013
    2. A Multi-National Electro-Mechanical Engineering Company urgently requires the service of suitably qualified applicants for the following vacant positions.

    – Mechanical Engineer (HVAC)
    Qualification and Job Requirements – HVAC specialization

    • HND or B.Sc (Mechanical Engineering).
    • Minimum of five (5) years cognate experience.
    • Good communications skills with consultants, clients and main contractors.
    • Understanding of engineering standard code and regulation&
    • Good computer skills, proficient in MS office suite and CAD Systems. Experience In working with drawings, good knowledge of reading drawings, understanding the design and extracting quantities.
    • Provides mechanical engineering construction support (e.g.. submittal review, shop drawing review, change order review, responses to requests for information, consultation with construction supervisors, etc.) to a wide variety of protects
    • Designs, prepares and coordinates mechanical engineering drawings (e.g., ventilating, air-conditioning (HVAC), refrigeration, etc.), specifications, and estimates in connection with the construction or maintenance of a variety of projects.
    • Good knowledge of DX Systems, Chilled water systems, Ventilation
    • Engineering/Construction Industry Experience.
    • Well organized, willing to work and capable of working independently.

    –           Mechanical Engineer (Plumbing and Fire Fighting)
    Qualification  and  Requirements – Plumbing and Fire Fighting specialization

    • HND or B.Sc (Mechanical Engineering).
    • Minimum of five (5) years cognate experience.
    • Good communications skills with consultants, clients and main contractors. Understanding of engineering standard code and regulations,
    • Good computer skills, proficient in MS office suite and CAD Systems. Experience in working with drawings, good knowledge of reading drawings, understanding the design and extracting quantities.
    • Provides mechanical engineering construction support (e.g., submittal review, shop drawing review, change order review, responses to requests for information, consultation with construction supervisors. etc.) to a wide variety of projects
    • Designs, prepares and coordinates mechanical engineering drawings (e.g., plumbing, water supply and water purification systems, sanitary and drainage systems, and steam systems, etc.), specifications, and estimates In connection with the construction or maintenance of a variety of projects.
    • Good knowledge of Water supply systems, Sewage systems, Fire Fighting systems
    • Engineering/construction Industry Experience.
    • Well organized, willing to work and capable of working independently.

    How to Apply:
    Interested candidate should forward their CV  to: hrvacancy94@gmail.com

    Application Deadline: 17th December, 2013

     

    INEC – Independent National Electoral Commission is Currently Recruiting Director of Research and Documentation. The Electoral Institute (EI) is an organ of the Independent National Electoral Commission (INEC), which is responsible for training for elections and electoral research.
    Applications are invited from suitably qualified candidates for the position of Director of Research and Documentation
    Job Location: Abuja
    Qualification and Requirements:

    • A Ph.D in the Social Sciences or Humanities with ten years cognate experience.
    • Ample publications in reputable journals with a bias in elections and democracy.
    • Demonstrable capacity and working knowledge of ICT
    • Ability to initiate and implement research work on elections, governance, voter education, gender, political violence and democratization in general.
    • Demonstrable capacity to engage development partners and donor agencies generally and technical capacity to initiate proposals for funding support.
    • Capacity for team work, good judgment and resourcefulness.

    Conditions of Services:
    The remuneration shall be commensurate with that of a Director in the Commissions.
    Mode of Application:
    Interested candidate should  submit their application and CV  to:
    The Secretary,
    Independent National Electoral Commission
    Plot 436 Zambezi Crescent,
    Maitama District, Abuja

    Application Deadline: December 18, 2013

    4.  Vacancy at Nisa Premier Hospital for Sonographer

    Nisa Premier Hospital was founded primarily to provide service to humanity. The hospital will therefore be engaged only in activities that will enhance its ability to contribute to the improvement of the well being of humans. We value excellent service delivery over and above profitability.

    Nisa is recruiting to fill the position of a Sonographer

    Job location: Abuja
    Requirements: Applicants should possess BSc. Medical Radiography. Minimum of 2 years post qualification experience in a similar role.

    Method of Application:
    Interested and qualified candidates should forward their applications and CV’s to:
    The Recruiter
    P.O. Box 7320,
    Wuse, Abuja.

    Or
    Email: hr@nisapremierhospital.com
    A typed or legibly hand written application should include the following:

    • Curriculum vitae.
    • Copies of relevant Certificates/Licences.
    • Names of three (3) referees should be supplied, one of which must be your current or immediate past employer. Note: Only applications of candidates short-listed for interview will be acknowledged. Application Deadline:  December 15, 2013

     

  • Jobs of the day

    University of Ibadan Recruitment for Academic Staff

    University of Ibadan (UI) – Open and Distance Learning (ODL) is an excellent method of reaching learners who are separated by time/or distance. Owing to the competing priorities of work, home and school, such learners desire a high degree of flexibility. Distance Learning entails the state of being apart, separateness or remoteness in the relationship between learners, teachers (facilitators), other learners and the course content. The structure of distance learning gives learners the greatest control possible over the time, place and pace of education from both pedagogical and technological perspectives, Distance Learning is fast changing and its predominance as a delivery method for instruction is well documented.

    It is in the light of the above that applications are invited from suitably qualified candidates for the under-listed academic staff positions in the Distance Learning Center of the University of Ibadan. Successful candidates will be required to facilitate/provide academic and administrative on-line support to aid brief interactive sessions for the students of the University on the ODL mode and liaise with relevant academic Units of the University.

    1.) Faculty Of Arts

    Department of Communication and Language Arts

    • Lecturer II

    Requirements

    • Applicants must possess Bachelor of Arts (B.A), Master of Arts (M.A) and Ph.D Degrees in Communication and Language Arts. Demonstrable competence as well as evidence of previous experience in ODL facilitation will also be required.
    • Verifiable competence in the use of Information Technology (IT) facilities is mandatory.
    • Evidence of scholarly publications in reputable journals will be an advantage.
    • Successful candidate(s) should be prepared to facilitate in GES 101 (Use of English).

    Department of Linguistics And African Languages

    • Lecturer II

    Area of Specialization

    • Syntax/Semantics/Phonetics/Phonology/Sociolinguistics/Applied Linguistics

    Requirements

    • Applicants must possess Bachelor of Arts (B.A), Master of Arts (M.A) and Ph.D Degrees in Linguistics and African Languages. Demonstrable competence as well as evidence of previous experience in ODL facilitation will also be required. Evidence of scholarly publications in reputable journals will be an advantage. Verifiable competence in the use of Information Technology (IT) facilities is mandatory.
    • Successful candidates for the academic staff positions in the Faculty of Arts should also be prepared to carry out editorial duties on course materials for the Distance Learning Centre.

    2.) Faculty of The Social Sciences

    Department of Economics

    • Lecturer II

    Requirements

    • Applicant must possess Bachelor of Science (B.Sc.), Master of Science (M.Sc) and Ph.D Degrees in Economics.
    • Applicant must have evidence of teaching experience, preferably as a facilitator of ODL mode of education.

    Department of Psychology/Political Science

    • Lecturer II

    Requirements

    • Applicants must possess a Ph.D Degree in either Political Science/Psychology with a STRONG bias for Research Methodology and Statistics.
    • Applicant must have evidence of teaching experience, preferably as a facilitator of ODL mode of education.

    3.) Faculty of Education

    Department of Guidance and Counseling

    • Lecturer II

    Area of Specialization

    • Counseling Psychology/ Educational Psychology

    Requirements

    • Applicants should possess a Ph.D Degree in Guidance and Counseling with specialization in either of the above named areas of specialization.
    • Evidence of scholarly publications in reputable journals will be an added advantage.
    • Applicant should also have demonstrable ability to handle foundation courses in Counseling and Educational Psychology.

    Department of Teacher Education

    • Lecturer II

    Area of Specialization

    • Instructional Technology

    Requirements

    • Applicant should possess a Ph.D Degree in Educational Technology. Evidence of scholarly publications in reputable journals will be an added advantage. In addition to the above, applicant must show evidence of teaching experience, preferably as a facilitator of ODL mode of education.

    General Requirements for the Positions

    • Proficiency in/ demonstrable use of Google Apps, blogs, Learning Management System (LMS), Microsoft Office suite and major social media network platform to teach students in ODL environment.
    • Ability to use OER in teaching ODL students.
    • Ability to author/grade questions in ODL format.

    Remuneration

    • Salary Scale: Lecturer II CONUASS 3

    Conditions of Service
    The appointment, which is to commence as soon as possible, is for three years in the first instance. It may be extended for specific periods or confirmed to retiring age. Fringe benefits include a Pension Scheme or comparable arrangement as may be approved from time to time by the University Council, housing allowance at an approved rate or residential accommodation at an approved rate if University accommodation is available.

    Mode of Application
    Applicants should forward their applications and detailed Curriculum Vitae (20 copies) stating:

    • Date of Birth (not Age)
    • Marital Status
    • State of Origin
    • Local Government Area
    • Mobile Telephone Number
    • E-mail Address
    • Academic Qualifications
    • Experience in Teaching and Research
    • Publications (if any) and enclose two sets of Photostat copies of relevant credentials.
    • Applicants should also indicate the names of three Referees and their addresses.

    Applications should be sent to the:
    Deputy Registrar (Establishments),
    University of Ibadan,
    Ibadan, Nigeria,

    Electronic copy of the application should also be sent by e-mail to: dr@dlc.ui.edu.ng

    Note

    • Applicants should request their Referees to send reports on them, under confidential cover, indicating the positions and department to which they have applied for, direct to the Deputy Registrar (Establishments) from whom further details may be obtained.
    • Applicants are required to indicate the position applied for and the department in their applications as well as on the envelopes containing the applications.
    • Shortlisted applicants would be required to make a departmental seminar presentation in their area of interest before their being shortlisted for the oral interview.
    • Only the applications of shortlisted candidates will be acknowledged.

    Application Deadline: 9th January, 2013

     

    Advertising & Public Relations

    Christak is a subsidiary of a health care firm. The company is into health consultation and it is a newly established organization. Christak is an organization that is interested in helping young graduates in the fulfillment of their career. She is firmly committed to the principles of equal opportunities and fair employment practices.

    Customer care representatives are needed in order to
    -provide service to our clients
    -to enhance a level of satisfaction to our clients
    -to make sure that there is a good interaction between the clients and the organization
    Requirements:
    -ability to carry others along
    -creativity and problem solving scheme
    -strong interpersonal and communication skills
    -integrity
    Qualification:
    Since it is a newly established organization, little or no experience is needed since qualified candidates will have to undergo an adequate training session.
    A minimum qualification of NCE certificate is required.

     

    Method of application:
    Qualified and interested applicants should send their curriculum vitae to torarmgr@hotmail.com
    Application closes  2 weeks after this publication.

     

    Trancoles Resource urgently needs the service of Human Resources Management Officer

    • Manpower Planning and Development: Participate in recruitment, induction/orientation, confirmation, career management, promotion, as well as competence and performance management
    • Employee Relations Manage employee communication and involvement, disciplinary/ grievance procedure and disengagement process
    • Benefits and Compensation: Administer wages and salaries, incentive schemes management, pensions/ provident fund and statutory contributions
    • Learning and Development: Undertake training needs assessment, pre and post training evaluation, training implementation and developmental programme execution/ assessment

    Requirement

    • Degree qualified in Social Sciences, Humanities or related field. MBA in HR will be an added advantage
    • At least 3years’ experience in Human Resources, 2 of which must be in a multinational environment
    • Hands-on experience in Manpower Planning and Development, Employee
    • Relations, Benefits and Compensation Management as well as Learning and
    • Development will enhance suitability of applicants

      Mode of Application
      Interested candidates should apply providing full career and compensation details along with personal contact information, to this email: jobinformationng@gmail.com

    Application Deadline: 27th December, 2013

     

    Job Vacancy at Kalbe International for Brand Manager

    Kalbe International is an international marketing company and mainly handles the trading/export transaction of total Kalbe Farma’s group of business. This focus, aligned with the shift of strategy, is adjusted accordingly by transforming the organization from what used to be a trading company into a multi-national corporation that controls the whole value chain

    Kalbe International is currently supported by over 100 professionals across the global regions to operate our country representative offices. In alignment with our rapid progress, we are looking for qualified professionals to grow with Kalbe International.
    Job Location: Lagos
    Requirements

    • Male or female, max 35 years old.
    • Bachelor’s degree (Preferably in Economic, Marketing)
    • Must have at least 5 years experience with Brand Manager/Product Manager of Multinational Consumer Goods or FMCG company
    • Must be able to drive and have a valid car driving license.
    • Must be honest, discipline, self-motivated, creative and innovative.
    • Must have good communication skill and branding milestone

    Mode Of Application:
    Interested and qualified candidates should send their CVs and a recent photograph to: arief.nugroho@kalbeinternational.com or:
    Country Manager, Kalbe
    66/68 Town Planning Way
    Illupeju – Lagos

    Application Deadline: 17th December, 2013

     

    Haftaw Global Venture

    We are a renowned Information Technology company, currently situated in Ibadan, and we are requesting the services of competent and goal-driven individuals to apply to the under-listed position.

    Job Position: Confidential Secretary

    Location: Ibadan, Nigeria

    Department: Human Resources Management

    Required Qualification

    • B.SC/HND/OND/O’LEVEL degree in Secretarial Studies with strong analytical reasoning.
    • Minimum of 0year experience in related position.
    • Proficiency in MS Office, CorelDraw, Email & Internet.

    Method of Application
    Interested and qualified candidates should forward their applications and CVs to:
    hotjobrecruitment@gmail.com or simply send your Name, Phone Number, E-mail Address, Qualification and Location to 07067509139.

  • Jobs of the day

    Jobs at Institute of Chartered Accountant of Nigeria (ICAN)

    The Institute of Chartered Accountant of Nigeria (ICAN), as the foremost body in Nigeria, strives to promote excellence integrity and accountability in the creation of economic value through judicious use and management of financial resources, transition management imperatives and the need to be more effective in the pursuit of the institute’s mission critical objectives have combined to create exciting career opportunities at executive leaders.

    Director Technical & Education – Ref: IC1311


    The position reports to the Deputy Registrar – Technical Services and is responsible for providing intellectual insights and professional guidance on the Institute’s value propositions for the development of the accounting profession in Nigeria.

    Key Accountabilities:

    •    Provides leadership of a highly effective and efficient Technical and Education (T&E) Directorate ensuring response to long term needs of professional accountants
    •    Initiates and coordinates research activities on topical, financial and economic issues aimed at enhancing the scope and quality of research reports produced by the Institute for regular publication in technical journals and memoirs
    •    Networks with senior researchers and academics at national, regional and global levels, to ensure continued relevance and
    recognition of research activities undertaken by ICAN
    •    Establishes and maintains dose links with national policy research Institutes and academics to promote research relevant
    to the accounting profession and issues of interest to ICAN and its members
    •    Relates with and coordinates responses to requests from organizations such as !FAC, PAPA and ABWA on technical matters
    •    Manages the T&E Directorate and provides guidance on building capacity of staff in the Directorate
    •    Coordinates and supports initiatives aimed at promoting thought leadership on the accountancy profession in Nigeria and the Institute’s efforts at providing technical support for members
    •    Identifies and recommends research funding opportunities with local and international development agencies
    •    Engages stakeholders, leads the analysis and provides insights into public policy developments communicating positions that affects the economy, institute and profession.

    Skills/Competencies:
    The ideal candidate must possess strong research, analytical, reporting and oral communication skills. Success in this role
    demands diligence, attention to details, inquiring capacity, strategic mind-set, leadership, creativity and proficiency in the use of information technology tools. The ability to work in partnership with diverse groups and sensitivity to the needs and expectations of different stakeholders are also essential skills for this role.

    Education and Experience:
    •    Minimum of Ph.D in a relevant discipline including Accounting and Economics and attainment of academic excellence up to the level of professor, will be an advantage
    •    Minimum of ten years post professional qualification experience and possession of the relevant professional certification.

     

    Method of Application

    If you meet the requirements above, please forward your resume electronically to client.recruitment@ng.pwc.com  quoting the relevant reference code for the position in the subject. Application closes 2 weeks after the date of this publication. Please note that only shortlisted candidates will be contacted.

    Experience: 10 year(s)

     

    Marketing Executive at Betty’s Fast Food

    A food services firm requires the services of qualified persons to fill this position

    Responsibilities:

    • As marketing executive, you would manage and control the relationship between products and your target audience.
    • Promote whatever products or services are on offer.
    • Developing new marketing strategies is an important part of the role.
    • As a marketing executive you will report to the head of marketing and cover various day to day activities.
    • Generate and follow up on leads and prospect.
    • Manage customer relationship.

    Qualifications and Requirements:

    • OND in marketing or a relevant field
    • 3 years experience
    • Dynamic results-oriented marketing executive to market cutting
    • Ability to meet and exceed revenue targets
    • Applicant must be outspoken and friendly

    Send CV to 22631@jbng.me to apply for this job

    Marketing Manager

    Living Witness Ltd

     

    A firm requires the services of a qualified candidate to fill this role:

    • Responsibilities:
      • The manager will join an already growing workforce with the ability to work with some of the most brilliant individuals in a conducive working environment.
      • The Marketing Manager will head up a small team of marketers willing to move the brand forward and will have a great control over the team.
      • Coordinating the marketing team, going on road shows to promote the brand, analyzing market research data, these are some of the core responsibilities of the Marketing Manager.

     

    Qualifications and Requirements:

    • Minimum of HND/B.Sc in any course
    • 3-5 years experience.
    • Good communication skills
    • Attention to details.
    • Candidate must have the ability to sell new products.
    • Must have goof reporting skill.
    • Must be able to drive.
    • Must be target driven.
    • Must be able to manage people

    Send CV to 21d5e@jbng.me to apply for this job

    Jobs at Mario Consults

    Mario Consult is a large hospital in Lagos. Due to expansion, it requires suitably qualified and experienced candidates for the following positions.
    MEDICAL DOCTORS

    Requirements

    The ideal candidate must a good degree in Medicine (M.B, B.Sc) from a recognized institution with 5 years post NYSC experience in a standard medical institution.
    Location: Lagos
    Experience: 5 year(s)
    Course of Study: Medicine
    NURSES

    The candidates to this position must have either B.Sc in Nursing or qualification from a recognized Nursing school and must be a registered member of Nursing and Midwifery Council of Nigeria.
    Location: Lagos
    Experience: 0 year(s)
    Course of Study: Nursing

     

    FRONT DESK OFFICER

     

    Requirements

    The ideal candidate must have a qualification in Medical Record with at least 3 years experience in standard medical institution.
    Location: Lagos
    Experience: 3 year(s)
    Course of Study: Medical Record

     

    SECRETARY

    Requirements

    The preferred candidate must hold HND in Secretarial Administration with at least 3 years experience preferably in a Health Management Institution.
    The candidate must have a cheerful disposition with a good interpersonal skill and ability to work under pressure.

    Location: Lagos
    Experience: 3 year(s)
    Course of Study: Secretarial Administration

     

    Method of Application

    Interested and qualified candidates should send detailed CV, contact address (not PO Box),  telephone and e-mail address within 2 weeks to: Head, Corporate Resourcing recruitment.marioconsults@gmail.com

     

     

  • Why firms should keep accurate employee records

    One of the tasks that organisations need to take seriously is the accurate handling of employee records. It is necessary or even compulsory for organisations to maintain and update an employment file on every employee at least for organisational and legal purposes. In short, documentation of employee performance and conduct is a critical function for effective managers today.

    Keeping employee files allows organisations to keep credentials and reviews at their fingertips. It also allows organisations to present information to one another quickly. Many firms need to share employee data among departments – accounting and human resources, for example – and files are the ideal way to do that.

     

    Experts

    Experts like Susan Corey, a workforce development manager for the Southeast Michigan Community Alliance submit that in today´s computer age, many companies choose to keep files electronically or in databases, but plain manila folders still work well in many cases. This implies that you can use whatever is most comfortable for you – and most likely to make you keep your employment folders up-to-date.

     

    Organisation

    When organising your employee folders, try and keep the information in order by date, beginning with the workers’ curriculum vitae and references, and an employment application letter. Also, keep the original job description for each new employee and create room to note any changes in responsibilities over the coming months and years. This strategy will make it easy for both an organisation and the employees to track how the position and skill set required for the position have changed.

    According to human resource experts like Denise Bissonnette, an author, this part of the employment file should also include the date set for the first performance evaluation and once that takes place, a written review should be added. Organisations need to keep all such reviews, just in case and they may be called upon someday to justify a firing or a bad review.

     

    Research

    Research shows that if your company offers health benefits, you will need to keep copies of any paperwork on those plans that an employee has filled out. This is because health care paperwork contains, especially sensitive information and it is smart to keep it separate from all other types of employee paperwork, in a folder with tighter access control. Keeping good records also means creating standard forms for things you will do all the time with every employee. You will need a standard form for salary increases, another for performance reviews and another for disciplinary actions.

     

    Contents

    These forms should all include the following basic information: name, starting date and job title; date of the review or action, as well as what action is being taken; names of any other coworker involved in the action; specific questions to answer during a review, with a good scale to judge progress; additional space to set new goals and priorities; room for signatures of everyone involved to sign when the form is completed, etc., advises AllBusiness.

    You must make a copy of all forms that an employee signs for his or her personal records, and by law, employees are entitled to a copy of anything that they sign, and they can request to see anything in their files.

     

    Maintaining manager disk files

    Keeping an accurate record of an employee’s work history is necessary for performance management, employee career development, and compensation, discipline, and termination decisions. According to Barrie Gross, a human resource development expert, “Two key questions that often arise are ‘What should be in that documentation?’ and ‘Where should it be maintained?’”

    Managers should write down notes of conversations with employees about their performance and/or conduct, and these notes should be written on the same day that conversations take place. Gross asserts that even if the conversation is not about formal discipline or part of the formal performance management process, some notes on the conversation are appropriate. Notes should always include the date, the manager’s name and title, the employee’s name and title, and what has been said. Gross says editorial comments and characterisation are not helpful; the notes should be factual.

     

    Factual notes

    If a manager meets with an employee to deliver a written form of discipline, the disciplinary document alone is not a sufficient record of the issues. Factual notes about the content of the conversation between the manager and employee when the document was delivered are critical. And the same is true of meetings to deliver performance reviews. Experts stress that the additional documentation of what was said, and by whom, can help a manager track performance issues and will help protect the company in the event of litigation at a later date.

     

    Reinforcement

    Research shows that many times, managers will have ‘casual’ conversations with employees about a performance issue that is not considered disciplinary. Rather, the manager has noticed an issue that he or she wants to bring to the employee’s attention by just getting together for a few minutes in the manager’s office. Unfortunately, most managers will not make notes of these kinds of conversations because they are not considered ‘serious’. But later, if the performance issue continues and harsher action needs to be taken, there is absence of a record showing that the manager has had ongoing communication with an employee on that very topic, illuminates Gross.

     

    Hidden benefit and company policies

    Alternatively, the casual conversations could be about something positive. Perhaps the employee performed particularly well on a project or received kudos from another employee or client. Those conversations should also be recorded. As regards where all such notes should be maintained, experts say you can start by looking at the company’s policies. Most companies have a centralised system for keeping personnel files.

     

    •GOKE ILESANMI, Managing Consultant/CEO of Gokmar Communication Consulting, is an International Platinum Columnist, Certified Public Speaker/MC, Communication Specialist, Motivational Speaker and Career Management Coach. He is also a Book Reviewer, Biographer and Editorial Consultant.

     

     

    Tel: 08055068773; 08187499425

    Email: gokeiles2010@gmail.com

    Website: www.gokeilesanmi.com

     

  • Enhancing performance with high expectations

    Economic performance is the basic function and contribution of any business enterprise, and the major purpose of its establishment. To achieve economic performance and results, a lot of (hard) work is required, and the work has to be thought through and done with direction, method and purpose. Peter Drucker, a renowned business management consultant says to make any business effective, the executive can start with a model of the “ideal business” that would produce maximum results from available markets and knowledge; maximise opportunities by focusing the available resources on the most attractive possibilities; and maximise resources so that those opportunities are found that endow the available high-quality resources with the greatest possible impact.

     

    High expectations

    To be able to achieve great corporate results, it is a truism that those in management positions have the onerous task of setting their priorities right as well as setting high expectations. It should be noted that what you expect is what you get. In other words, high expectations lead to high performance, while low expectations lead to low performance. In spite of this principle, leaders and managers find it so difficult to apply this fundamental principle in the business world today. Probably their (in)action is due to ignorance.

     

    Self-fulfilling prophecy triangle

    When executives see themselves as solely responsible for the overall success of their organisations, subordinates can hardly be blamed for acting according to predictions. In the words of Paul Thornton, a consultant, assistant professor of business administration and author of “The Triangles of Management and Leadership”, “My math teacher set high standards and was very demanding. My English teacher was the opposite. He expected very little from his students. For the most part, student performance matched teacher expectations. The self-fulfilling prophecy maintains that ‘what you expect is what you get’. High expectations lead to high performance; low expectations lead to low performance.”

     

    Research

    Research has shown that the three parts of the self-fulfilling prophecy triangle include assumptions; manager/leader expectations and behaviour; and employee reactions. At this analytical juncture, let us have a look at these three parts.

     

    Assumptions

    As regards assumptions, Douglas McGregor, a social psychologist, proposes Theory X and Y in his masterpiece “The Human Side of Enterprise”. Theory Z was developed by William Ouchi in his book “Theory Z: How American Management Can Meet the Japanese Challenge”. Each theory starts with a set of assumptions about people. Theory X assumes the average worker dislikes work and attempts to avoid it; prefers to be directed; avoids responsibility; and wants security above all else. Theory Y assumes the average worker finds work fulfilling and enjoyable; is self directed to meet objectives if he/she is committed to them; seeks and accepts responsibility; and wants to learn, grow and develop. Theory Z assumes the average worker is loyal; can be trusted; is able to handle freedom in doing his/her job; and is interested in teamwork.

     

    Expectations and

    behaviour of managers

    As regards expectations and behaviour of managers, research has confirmed that the assumptions managers make about their employees influence what they expect and how they treat them. According to Thornton, “For example, if I assume people are lazy, irresponsible and unmotivated, I will assign tasks on a piece-meal basis and micromanage. In addition, I will frequently criticise their work and tell people they are lazy and irresponsible.”

    On the other hand, if you assume people are smart, motivated, responsible, and eager to learn, you will provide challenging assignments, freedom to do their jobs, and frequent coaching. Also, you will periodically praise their accomplishments and affirm your belief in their talents and abilities.

     

    Reactions of employees

    As far as reactions of employees are concerned, research shows that employees tend to respond positively to a manager’s high expectations and confidence in their abilities. If you expect people to be “winners” and treat them like “winners,” very soon they start to act like “winners”. As people achieve assigned goals, they are given more responsibilities for growth and development. The opposite is also true. If a manager’s expectations are low, employee productivity is likely to be poor. More often than not, people do what they think they are expected to do.

     

    Academic environment

    Dr. Glenn Latham, former professor at Utah State University, was recognised as an expert in the behavioural sciences, particularly in family and school settings. He did some interesting research on how teachers’ behaviour influences student behaviour. In some classrooms, he found students were hardworking, cheerful and well mannered; in others students were lazy, sullen and poor-mannered. On the reason for the difference, Latham submits thus, “There are many contributing factors, but I believe the major one may be the ratio of positive to negative interactions between the teacher and student. The higher ‘P/N Ratio’ the better the atmosphere in the classroom, the better students behave, and the more they learn.”

     

    Addition

    In some classrooms, the average P/N ratio was one to four. In other words, teachers typically interacted with students in negative ways four times as often as they interacted in positive ways. Latham taught many teachers how to be more positive with students. Increasing the “P/N Ratio” to say 10/1 had a marked effect on the emotional tone of the classroom and the students had increased academic success. In this case teachers were coached to change their behaviour which resulted in better student performance.

    To be continued

    PS: For those making inquiries about our Public Speaking, Business Presentation and Professional Writing Skills programme, please visit the website indicated on this page for details. Till we meet on Wednesday.

  • SURE-P raises hope on jobs for youths

    SURE-P raises hope on jobs for youths

    The subsidy Re-investment Empowerment Programme Fund (SURE-P) is being channelled into job creation for graduates under a special arrangement with companies. The initiative opens a window of opportunity for jobless graduates, AKINOLA AJIBADE reports.

    Can the Federal Government solve the unemployment problem? How far can its initiatives go in creating jobs and improving the economy? These are some of the posers to be unravelled in the battle to check unemployment.

    Last week, the government launched the ‘Graduate Internship Scheme (GIS),’ to address youth unemployment.

    A product of Subsidy Re-investment and Empowerment Programme (SURE-P), the scheme is designed to build graduates’ skills by ensuring that they go for one-year internship programme in designated companies. Also, the companies are expected to employ the interns, once they are satisfied with their performance.

    Firms that have signed up to the programme include, Dangote Group, Dana Group, Nigerian Stock Exchange, Chi Pharmaceuticals, Heir Holdings, Lafarge Cement and West African Portland Cement (WAPCO). Guaranty Trust Bank Plc, Keystone Nigeria Limited and United Bank for Africa (UBA) Plc. Ministries, Departments and Agencies (MDA) are also involved in the scheme.

    Also within the SURE-P net are Maternal and Child Health (MCH) Services, Community Services Scheme (CSS), Vocational Training Scheme, Community Services, Women and Youth Employment (CSWYE) and others.

    The GIS, however, remains the joker because of its capacity to help in tackling unemployment.

    At a media sensitisation workshop on the scheme in Lagos, the Project Director, GIS, Peter Papka, said its goal is to enhance the employability of at least 50,000 unemployed graduates in the 36 states including Abuja.

    Over 120,000 graduates, he said, had registered with the scheme so far, while 3,000 firms have agreed to take them for intership.

    Papka said: “Apart from a few large companies and organisations that have taken over the graduates for internship, most of our partners are Small and Medium Scale enterprises (SMEs). There is, therefore, the need to sensitise more companies to join the scheme so that more unemployed graduates can be gainfully engaged.

    “As part of the sensitisation efforts, the Minister of Finance and Coordinating Minister for the Economy, Dr Ngozi Okonjo- Iweala has conducted an interactive session with captains of industry and chief executives of major local and international companies, advocacy visits were also paid to firms in major cities. Sensitisation events have been held in 27 states so far, with over 5,000 firms reached, many have been registered.”

    He said graduates were required to register online, stating their resume, National Youth Service Corps (NYSC) discharge certificates, age, referees, among other information.

    Also, the Convener, CSWYE, Audu Maikori, said the scheme was meant for graduates of between 18 and 40 in order to improve their job prospects.

    He said those within the 40 years age bracket were strong, productive, and could easily meet targets, hence the decision to peg the interns’ age at 40.

    Maikori said graduates would go for one year internship in companies partnering with the scheme, adding that the companies have the right to employ them or ask them to go upon completion of the internship.

    Graduates that are not employed after the programme, he said, would be advised to go for an entrepreneurship programme introduced by SURE-P.

    “Under the entrepreneurship project, graduates are allowed to choose and operate in areas of their competence. They would be taught how to start and grow businesses, bringing in new ideas, and improving on the old ones for growth,” he added.

    Another area where the graduates’ service would be needed, he said, was agriculture, noting that the sector contributes to the nation’s Gross Domestic roduct. He said the government would welcome ideas that are meaningful and capable of providing jobs for people.

    The Head of Operations, GIS, Akubo Adegbe, said the implementation of the scheme was in three stages of employer, graduate and Project Implementation Unit (PIU). Under the employer category are issues such as registration of companies, intern request, intern skills assessment/development, entrepreneurship plan and others.

    The graduate stage provides rooms for online registration of school leavers, verification and opening of accounts where his/her monthly stipend of N25,000 would be paid into and others. The PIU stage deals with employer verification, intern verification and account opening and monthly stipend of interns.

    He said companies interested in partnering with the scheme must register with the Corporate Affairs Commission (CAC), and have the capacity to keep the graduates for one year. Distress companies, he added, would not be allowed to partner with the scheme. The distressed firms, he said, were known upon investigation by their profitability base, working conditions, and other indices.

    Companies that breached the law, he said, were required to withdraw from the scheme, adding that breaches can be in different forms.

    “For instance, if companies decide to take part of the N25,000 monthly stipend the government has agreed to pay the interns, such organisations would not be allowed to continue with the scheme. Some companies may be deducting, let’s say, N10,000 or more from their interns’ salary. Things like this can happen. When it happens, the firms would be delisted from the scheme However, we have not experienced things like this before.”

    He said companies whose names were delisted from the scheme stood the risk of losing the fiscal incentives promised them by the government.

    Companies in the GIS, he said, would enjoy tax waivers, among other incentives, adding that they have compensation package agreed with them by the government.

    He said the project was sustainable, stressing that the government has adopted measures, such as, tax incentives, good policy framework, and strong team to drive it.

    The project, he said, would not be like others which the government launched in the past without result. The government through the Ministry of Finance, he said, had taken it upon itself to fight unemployment.

    Some years ago, the government launched the National Directorate of Employment (NDE) to check unemployment. The programme allows graduates to learn a vocation of their choice. Though it has created jobs for many, it has not reduced unempoyment.

    Will the GIS be better? Time will tell.

  • Developing HR policy for Armed Forces

    Every organisation must have a human resources (HR) policy which are principles established to guide and define the terms of engagement between individual members of the Armed Forces and the institution.

    According to Wikkipedia, the military has active duty personnel in three armed services, totaling approximately 200,000 troops and 300,000 paramilitary personnel. This is indeed an impressive number which is significantly reflective of Nigeria’s position as the most populous black nation.

    Such a massive aggregation of people would definitely benefit from a codified set of systems and principles which allows it to demonstrate to both internal and external stakeholders that it meets best practice requirements for diversity, equity as well as its commitment to fairness in relation to promotions and other such reward mechanisms, retrenchments, retirements, etc.

    Section 217 (e) of  the Nigerian Constitution  states that “The composition of the officer corps and other ranks of the Armed Forces of the Federation shall reflect the federal character of Nigeria.” However, how has the Nigerian Armed Forces fared in this regard since inception?

    The Nigerian Armed Forces started as the Royal West African Frontier Force and in 1956, the Nigeria Regiment of the Royal West African Frontier Force (RWAFF) was renamed the Nigerian Military Forces, RWAFF.

    Another major milestone occurred in 1956 when the colonial government took over the Nigerian Armed Forces and indeed the headship of the three main branches, the Army, Air force and Navy reflected the colonial domination.

    The pioneer Chief of Army Staff of the Nigerian Army was Major-General Kenneth G Exham who served in this capacity between 1956-1960. He was succeeded by two more colonial officers, Major General Foster and Major-General (Sir) Christopher Welby-Everard.

    It was not until five years after full independence in 1965, that an indigenous officer, Major-General Thomas Aguiyi-Ironsi, from the Eastern part of Nigeria, became the most senior officer in the Nigerian army.

    Ironically, it would take about 40 years for another army officer of Eastern origin to head the Nigerian Army. Most of the Chiefs of Army Staff, beginning with Lt-Col Yakubu Gowon in 1969 were either from the Northern part of the country or the West.

    Captain William Francis Skutil was the first head of the Nigerian Navy and during his tenure (1956-1958), he was widely acclaimed as a man of action and dynamism. Another colonial officer, Commodore A.R Kennedy led the Nigerian Navy for six years between 1958-1964 before Vice-Admiral Joseph Edet Akinwale Wey became the first indigenous officer in March 1964.

    A renowned officer, statesman and diplomat, Vice-Admiral Wey effectively discharged his responsibilities with great astuteness and fortitude, especially during the critical period of the Nigerian Civil war.

    Since Vice-Admiral Wey, Rear Admiral Nelson Bossman Soroh held sway between 1973-1975 and for the next eight years, the Nigerian Navy was under the leadership of officers from the Western part of Nigeria, Vice-Admiral Michael Ayinde Adelanwa (1975-1980) and Vice-Admiral Akin Aduwo (1980-1983). Until the appointment of the current Chief of Naval Staff, Rear Admiral Dele Ezeoba who is from Delta State, most of the Chiefs of Naval Staff have hailed from the South Western part of Nigeria.

    For the first six years after independence, the Nigerian Air force was led by first, Colonel G. Katz (1963-1965) and then Colonel W. Timmings who headed the Air Force for only a year (1965-1966). The first indigenous Air Force Chief was Brig-Gen G. T Kurubo from Rivers State (1966-1967) and he was followed by Colonel Shittu Alao who served for two years (1967-1969).

    The longest serving Air Force Chiefs were Brig E.E Ikwe from the Middle Belt(1969-1975) and Air Marshall Ibrahim Alfa (1984-1990) and AVM Yisa-Doko (1975-1980). Air Marshall Alfa was also the first to attain the position of Air Marshall in the history of the Nigerian Air Force.

    The Nigerian Armed Forces has over the years participated in national and international military exercises notable among which was the civil war which lasted between 1967-1970.

    Also notable were the Peace-keeping initiatives in Liberia and Sierra Leone under the auspices of the United Nations and Economic Community of West African States Monitoring Group (ECOMOG) respectively.

    Like any professional institution, the Armed Forces is very focused on training and upgrading the capabilities of its personnel.

    The Nigerian Army has at least three excellent training bases including the National War College in Abuja, the Nigerian Defence Academy, Kaduna and the Armed Forces Command and Staff College, Jaji.

    The Nigerian Air Force Training School is located in Jos while the Nigerian Navy has a more pan-Nigerian outlook in terms of its training facilities.

    As the Nigerian Armed Forces continues its progression to higher levels of professionalism, it would be auspicious to define its human resource policy and align same with present and future objectives of this important institution by ensuring a greater balance and equity in its reward systems.

  • Housing could be social, but it’s a business venture

    Housing could be social, but it’s a business venture

    Over the years, the provision of housing for the citizens has been promised by successive administrations, both at federal and state levels, in the country but this promise is scarcely kept. The Managing Director, Propertygate, Tokunbo Ajayi says government’s venturing into the provision of housing is like running an enterprise which governments are not designed undertake. He said the embrace of public-private partnership (PPP) initiative to address the deficit in housing provision has succeeded. He spoke on other challenges besetting the property and environment sector with SEYI ODEWALE.

     

    Talking about Public and Private Partnership (PPP) in housing delivery, how has this helped in ameliorating the problems associated with housing provision?

    I would say, to an extent, taking into consideration places like Lagos, Abuja and other cities in the country, that it has recorded about 70 per cent success. Against this background is the question, if we don’t have PPP, where are we likely to be by now? If you remember, the state was in the business of providing housing and in terms of quantum, the state could not do much just as we did not see anything spectacular in terms of quality. But when the government tried to bring in public, private participation into housing, you could see that it has greatly revolutionised housing delivery. In Lagos for instance, all these HFP developments, Victoria Garden City (VGC) and many others along the Lekki corridor and even on the mainland, are as a result of PPP. What we have now could be likened to an explosion from the private developers. And how did we have that? It is because the Lagos State government allowed it. I know also about Abuja, where a huge hectare of land was given to developers under the private estate developers’ scheme. By this, their participation has not only uplifted housing delivery to an extent. So, I will say that it’s been a very positive development.

    Going by this, one may ask what business has government in housing delivery.

    Well, I think before now, the thinking was that the government should be the provider of virtually everything for the public but that thinking has changed substantially, not only in the global perspective, but also in developing nations like Nigeria.

    That explains a lot of changes you have seen in the privatisation programme of the Federal Government. Government is more of an enabler of good environment for private sector to thrive and the government is to concentrate enormous energy on the provision of public infrastructure and other things that could be difficult for the private sector to provide. Housing could be social, but it is also a business venture. The private sector is better enabled to do that. And I think that is what governments of various states and at the federal level have seen that is making many of them divest from housing provision. Even when they have parastatals doing that, they do it like a private concern. So, it is no longer a social thing. Government can find a way of making housing accessible to others through policies and other measures. Going into businesses such as provision of housing by governments is like running an enterprise. And governments all over the world are not designed to do that, even in communist China; it’s the private sector that is driving China now.

    What is your assessment of built environment and the construction industry?

    When you talk about the built environment, you are talking about the totality of real estate, construction, infrastructure and others. I will say we have made some strides, but we still have a long way to go, notwithstanding the gains made. If you look at our environment, you will see that it is still plagued with a lot of environmental issues. In the area of provision of infrastructure, many governments are trying, but there is so much to do as we are extremely far behind. If you take for instance, Lekki corridor, the corridor is said to be a major developmental asset not only to Lagos, but other parts of the country. But for about 15 years, there has not been any alternative road to the Lekki-Epe road, the only major road to the corridor. You see congestion and traffic gridlock all the time. Even if the road is extended, it can only do a little because what will naturally happen is that a lot of people will move to the area. If you look at areas designed long time ago, that have network of roads, you hardly experience traffic gridlock. But along Lekki corridor, traffic gridlock is giving the area a different look. For instance, if you are caught in the traffic when you are almost getting to where you are going, you cannot do anything about it.

    Perhaps, the topography of the area did not make the constructing alternative routes attractive.

    No, I don’t think so. Roads can be constructed on water and the area is not even on water. It is because the roads were not built and you don’t expect the private sector that is providing primary infrastructure, which adds to the cost of providing housing by them, to go and provide this basic infrastructure. If they do this, it will add to the cost of delivering the houses and there is a limit to which they can go. There is also the problem of non-enforcement of physical planning. If you go to any civilised society, you would not see people building shops anyhow. It is not just possible. These things desecrate the environment; they kill property values. You see people building houses thinking that the houses will be their source of income, but people just come and build shops and all what not, in locations that are hitherto, sought by people. Nobody would want to go to such areas because of the blight created by the indiscriminate shops and shanties built here and there. Another thing is that such environments would harbour miscreants and create serious security issue.

    This again will make most people to reconsider their living in such environments. Consequently, the value of property in those locations would drop and the owners of such properties would be impoverished. So, in a regulated society, you cannot put even a table on the road or anywhere without permission but here you can do it and get away with it. All these things have serious implications. One of the problems Lagos State has is population. A lot of people come into Lagos. But why? I know the government is concerned, but I don’t think the government has seen the linkage between this environment and population influx. People don’t come to Lagos because they want to see bridges; they come to Lagos because they believe it is where they can make a living for themselves. If you can move into a city and start work almost immediately, then you will see that a lot of people will be interested in coming there.

    If anybody comes into Lagos today and starts selling recharge cards, what value does that add to the state? When you are looking at those coming into the city, you ask about the quality of those coming in and what they are bringing into the society. Those people will create more problems for the city because the income they are going to make from such activities can hardly make them get by. As a result, they are hungry, homeless, and they become threats to the society. But when you don’t have such opportunities, you will ask yourself what are you doing in the city when you can stay back in your village and help it grow? So, it is a win, win situation for everybody. But when you come into the city and have it desecrated and added no value to it, what happens? Erroneously, we think adding value is about numbers. If that is true, the most populous city should be the richest in the world. But it doesn’t work that way. Unfortunately, we are carried away by sentiments saying that if we move those people from the streets, what are they going to do?

    But in a way, the government has a responsibility to put people on the right path. A guy selling recharge cards on the road, putting a table on the road to display his wares may probably not have more than N5000 worth of things to sell. Ask yourself where would that lead such a fellow in life? That kind of business is not sustainable.

    Before now, people engage themselves in various kinds of skills that helped them to make a decent living for themselves. In construction and real estate sector, I know that a lot of services of artisans are needed. And they are well paid compared to somebody who stays on the street. People can learn that and become somebody and be useful to themselves and the society. But a man who sells on the road side can hardly become anything in the future. But again, because we always want populist policies, which in the real sense are not sustainable, we always have issues with them.

    Again, if you chase somebody selling planks and reinforcement iron on the road, people will make noise saying you are pushing away poor people from earning a living. But a man selling those things is not poor. The value of those rods runs into millions. They take advantage of the state to put their stock on the road. When you have things like this, you cannot have a useful environment. The built environment is also connected with the way it is financed. When we get to financing, you will get the picture. If a place is not well financed, then you have a very big problem in the society. These are some of the problems affecting our built environment. In a nutshell, government must invest in a massive infrastructure.

    Sometimes I see it as unfair, while it is good to develop certain areas, but at whose expense? For instance, if I look at the massive improvement in infrastructure in places such as Ikoyi and Victoria Island (VI), I say they are nice, but many of those who work there and do not stay there also pay taxes. Where they live, have you provided infrastructures for them?

    There should be a balance where you provide infrastructure across board for people to feel governance. You cannot go to London for instance and put your shop anywhere. It’s not possible. So, why do we do that here? You cannot develop a property without an approval. Once we have infrastructures in place then we can begin to have a more presentable and tidier environment.

    Is there any hope for a medium or low income earner to own a house in the city?

    The Lagos State government then was interested in developing the neighbourhood and I can tell you that around 1995, the state government was giving a hectare of land for about N100,000 to private developers because they believe that they would be able to do mass housing for people. But as at two years ago, a hectare was going for N65 million, this is in less than 20 years. I can tell you that those given the land as private estate developers to do housing schemes then, did not help matters. They allowed it to stay for long for it to increase in value. However, it is what you buy that you produce. That is one of the problems. Again, you see land in the hands of speculators, which also is a dangerous dimension.

    However, whichever way it was done, you see land ending up in the hands of people who are not developers. So, when they had those lands, many of them held them back, thinking that they will make enormous money from it, so they are holding it. Consequently, economic activities are tied down, so everybody is losing. And for developers too, when eventually you are compelled to buy, start point of land alone is very expensive. And by the time you factor in the costs of infrastructure and because of the kind of development you have along the corridor, those ones have set the benchmark and you don’t want to do something below that because people will compare you to others. Now when you have that cost of producing infrastructure, then you have the cost of providing certain primary infrastructures, which ordinarily should be the responsibility of the state. A combination of all these would give you an expensive product.

    Then you talk about cost of funding. By the time you put all together, you would realise that cost of houses are high. If you want to buy a plot of land in Lekki Phase I, it’s about N120,000 per square metre and for a thousand square metres; that is N120 million. What can that do for you? And maybe you get a loan of N500 million, the cost of land alone per unit is about N40 million to N50 million, you have not built the house and have not provided infrastructure. So by the time you do that you have a very expensive product. That explains why houses are expensive.

    The shocking thing, we can be very funny here, we pride ourselves in things that should not be considered as things of pride. People accord much recognition to Lekki corridor as being expensive. Money is money, when you take the value of this product and compare them to others abroad, you will see the difference. If you buy land for about N150 million, that is about $1 million. If you have $1 million you will have property anywhere in the globe in choice areas, but if you compare that neighbourhood with the one you are spending exactly the same amount on, you will see the difference as clear as the difference between light and day.

    Some of the places you have here do not have street lights, the roads are not good, you see shanties around and you are still going to spend a $1million on them. For people who have lived abroad, they find it extremely difficult to part with that kind of money. And when they do, it’s because they don’t have a choice. But that is not the way it should be. This tells us that the prices are off the mark. A property is as good as its environment.

    What is the way out?

    The way out is a loaded question and I will attempt it from every angle. From the environmental angle, I think various governments are expected to perform their constitutional roles with the provision of primary infrastructures. Let me quickly say that when things are not going right, we usually put the blame on either the Federal Government or the state governments. But the reality is that about 60 per cent of our roads are actually under the management or control of local governments.

    But there is no enough funding for local governments to do that?

    That is one of the things we need to address, because if we don’t address them they are not empowered to provide roads. But they are constitutionally required to do that because those roads are under their jurisdiction. But the question is: how many of them do that? So, how do we ensure that this is done? This has to do with the demand of the public. As long as we keep quiet, nothing will happen. But the moment we begin to agitate for what should be done, we will move closer to a perfect situation. And when we start to perform our obligations as responsible citizens by paying taxes, government will be able to do its job. It is also a matter of demand and supply. Why are people coming to a particular location and prices of houses are rising? We talk about Lekki, prices of houses are not high in Lekki because it is Lekki, it is the demand on Lekki. The people coming to Lekki, where are they coming from? Why are they relocating to Lekki?

    The simplest answer is that in life people want progress. The man is relocating from either, Mushin, Agege or Ajegunle where because of poor performance at the governmental level, those environments have been allowed to decay. Again, because of change of status he wants to move out of those areas. He then asks himself, where do I go? He cannot afford Ikoyi or Ikeja GRA, but he can try Magodo, Omole GRA or Lekki corridor. So as long as people are coming there, the prices of houses will continue to rise

    But if there is urban renewal programmes and environments like these are made worthwhile for people to begin to live in them and if roads and drainage systems are provided and everywhere is cleared of shanties, people will be encouraged to live there and not relocate.

    For instance, when Oshodi was cleared nobody ever thought that the place could that beautiful. So if places like Bariga, and other areas that have shanties are fixed, people will ask questions like why do I need to go to Lekki? This will reduce considerably, the volume of people moving to other areas as prices of houses in where they are moving to will come down. For instance, people in Lekki/Ajah area are moving to Lekki Phase I because they are reacting to traffic gridlock around VGC and Ajah round about. VGC in terms of ambience is much better than Lekki Phase I, but Lekki Phase I commands premium value than VGC because people are locating there. The cause of this, you will agree with me, is infrastructure-road network.

    Abroad, most environments are the same, some places maybe top notch, but most places are the same. That is one of the things to be done to solve the problem. Talking about policies to aid real estate development, you then ask yourself when you are giving land to people, who are you giving land to? Are you giving land to speculators or people in the business of real estate? This is because some people have been given land in Lekki in the past 20 years or more and if you ask them for the land they will ask you to bring billions. And if you say you don’t have that much they will tell you to live the land there. I think it’s proper for government to ask those given the land for over 20 years what they have done with the land.

    Can’t individual developer approach government for land?

    It’s possible, because the one my firm, Propertygate, built on, which is Alexandra Quarters, is a direct allocation from the government. And I’m aware that some of the developments along the corridor are like that. But there are also quite a number of lands allocated to non real estate developers. I’m aware of lands allocated indiscriminately to people and the moment they got the land, they came to developers to say that they had lands for sale.