Following on from my last introductory editorial “EBSA plants the employer branding seed in Kenya”, I have pleasure in providing snapshot insights into the current and initial status and challenges within the Kenyan employer market place. It provides initial and basic findings emanating from questionnaires that were successfully completed by the participants who attended The Kenyan Institute of Management’s (KIM) first Symposium titled the HR Function in Managing the Complexities of Organizational Change of Transformation in The Emerging Global Order.

The majority of participants where County representatives from the 47 different counties e.g. UasinGishu, TharakaNithi, Thurkana, Homa Bay etc. One or two delegates represented the private sector. The findings are therefore reflective of the Employer Branding challenges

that exist predominantly within the government sector versus the private sector. Whilst Employer Branding is a new phenomenon in the Kenyan market, they clearly saw the merit and importance in adopting such a strategy within their various organisations, especially with the recent re-organisation of the counties.


As of the 2013 general elections, there are 47 counties whose size and boundaries are based on the 47 legally recognised Districts of Kenya. Following the re-organisation of Kenya's National administration, Counties were integrated into a new national administration with the National Government posting County Commissioners to represent it at the Counties.

County governments have been established to a carry out exclusive, concurrent and residual functions. As such their operations are not mutually exclusive from those of the national government. The two levels are expected to work in cooperation and consultation with each other. Currently the national government plays an implementation role whereas the new order expects the national government to play a facilitators role in most of the sectors.

Key sectors where the national government is expected to cede considerable implementation powers and functions include: Agriculture, Health, Planning and Development, Pollution Control, Public Works, Roads, Transport, Public Entertainment, Soil and Water Conservation, Forestry, Trade development and Regulation, Tourism, Animal Welfare and Cultural Activities.

It was evident throughout my facilitating of this workshop as well as from my discussions with this delegation that since the shift/transformation from the old Kenyan governmental structure, to the now renewed county structure, the latter is being considered to be a more desirable place to work versus the private/corporate sector.