<h2>Introduction</h2>\r\n<p>Industrial Psychology Consultants (Pvt) Ltd, carried out a survey to assess the employers responses to the Corona Virus and the lockdown directive. The survey targeted employers from companies in all sectors in Zimbabwe following the recent Corona Virus outbreak led to the lockdown in Zimbabwe since the end of March 2020. The survey comprised of 139 participants representing 139 organisations from 17 sectors in Zimbabwe.</p>\r\n<p>&nbsp;</p>\r\n<h2>Research Findings from Elsewhere</h2>\r\n<p>Based on recent studies from elsewhere, the coronavirus disease 2019 (COVID-19) pandemic has led to cost increases in healthcare for employers of as much as 7%. This stresses the need for organizations to have a plan that supports employees and potential loss of revenue. As coronavirus disease 2019 (COVID-19) forces the national closure of non-essential companies, employers have had to build strategies to deal with possible loss of revenue not only from these conditions but also from increasing healthcare benefits costs. In an actuarial analysis by Willis Towers Watson of self-financed employers, researchers noted that these benefits could rise by as much as 7 % this year from testing and treatment costs related to COVID-19.</p>

researches

Employer Response to the Coronavirus and Lockdown Directive Report

<h2>Introduction</h2>\r\n<p>Industrial Psychology Consultants (IPC) has carried out a survey to evaluate the state of corporate leadership in Zimbabwe. The aim of the survey was to gauge how employees generally evaluate the quality of leadership in organisations. Two hundred and twenty-seven (227) participants across all sectors responded to this survey.</p>\r\n<p>&nbsp;</p>\r\n<h2>Key Findings</h2>\r\n<ol>\r\n<li>68.3% of the Participants have confidence in the leadership of the Chief Executive Officer or Managing director.</li>\r\n<li>59.04% have confidence in the leadership of the senior executives/managers.</li>\r\n<li>The majority of participants (53.1%) indicated that they have confidence in the leadership provided by their Board.</li>\r\n<li>On the competencies assessed leaders were rated highly on putting customers first</li>\r\n<li>Respondents cited poor corporate governance and top-heavy structures as the two biggest obstacles constraining the sucecss of the organisation.</li>\r\n<li>The CEO/MD were rated highly on Business Acumen {makes profitable business decisions}.</li>\r\n<li>The Board was rated highly on Strategic Planning Review</li>\r\n<li>The results from this survey indicate that on average 40% of the employees are not confident in the leadership in their organisations. However, some dimensions were rated positively.</li>\r\n<li>For Board members, focussing on relevant matters, overseeing major transactions, holding strategic planning reviews, as well as, CEO Management &amp; Succession Planning were found to drive confidence in employees.</li>\r\n</ol>

The state of Zimbabwean Corporate Leadership Survey

<h2>Introduction</h2>\r\n<p>Industrial Psychology Consultants (IPC) carried out a survey on payment of salaries in forex. The aim of the survey was to understand the prevalence of payment of salaries in hard currency and how companies are financing these practices.</p>\r\n<p>&nbsp;</p>\r\n<p>The economy has experienced significant changes since July 2018. The introduction of the Transitional Stabilisation Program by the Minister of Finance and Economic Development followed by the monetary policy by the Reserve Bank has brought in new challenges for businesses. Whilst the policy interventions aimed to stabilise the economy and encourage growth, the economy appears non-responsive and as a matter of fact continued to deteriorate. Of particular concern is the exchange rate of both the formal and informal market that continues to devalue the new RTGS currency. This is causing inflation.</p>\r\n<p>&nbsp;</p>\r\n<p>Employers are making adjustments to salaries to cushion their employees against the loss in value. However, many organisations have not yet made any permanent changes. The findings presented in this report should therefore not be seen as definitive and permanent. The economy is still volatile and unpredictable, therefore any decision pertaining to remuneration must be done after having done a proper assessment of the decisions impact on your ability to pay and sustainability.</p>

Payment of Salaries in Forex Survey

<h2>Introduction</h2>\r\n<p>Industrial Psychology Consultants (IPC) carried out a survey to evaluate the attachment experience of students in Zimbabwean universities. The aim of the survey was to identify the relevance, advantages and disadvantages of industrial attachment as part of the curriculum of the universities in Zimbabwe from the students perspective. This survey contains a total of four hundred and eighty seven (487) participants who studied at universities all over Zimbabwe.</p>

Student Attachment Experience Survey

<h2>Introduction</h2>\r\n<p>Industrial Psychology Consultants (Pvt) Ltd carried out a survey to gauge the perceptions of employers with regard to the quality of graduates coming out of local Universities. The survey targeted Human Resources Professionals specifically and extended the invitation to other senior managerial roles. These participants were chosen for their experience in recruiting and selecting graduates from local universities and also for working with the graduates. The human resources professionals were also chosen because they are informed by line managers in cases were graduates hired fail to deliver value.</p>\r\n<p>&nbsp;</p>\r\n<p>The survey comprised of 103 participants representing 103 organisations from different economic sectors. Most of the participants were from the human resources profession (78%) with the remainder coming from other senior managerial professionals such as Finance Director, Engineering Manager and Head of Marketing.</p>

Ranking of Local Universities by Quality of Graduates: An Employers Perspective

<h2>Introduction</h2>\r\n<p>In a bid to continuously provide a work environment in which all individuals are treated with respect and dignity, sexual harassment at work should be eradicated. This particular research sought to estimate the prevalence of sexual harassment in the workplace and how well employees are aware of their rights with regards to sexual harassment at work.</p>\r\n<p>&nbsp;</p>\r\n<p>Sexual harassment in the workplace includes but is not limited to unwelcome and unwanted sexual advances, requests for sexual favours, and other verbal or physical contacts of a sexual nature that creates an unpleasant environment.</p>

Sexual Harassment Survey

<h2>Introduction</h2>\r\n<p>This report is part of a series of research we do on a regular basis to assist, professionals, aspiring and seasoned, business leaders and employees make better decisions that uplift the performance of their organisations. Zimbabwes 2018 general elections are around the corner and they have been a source of heated debates, locally and abroad. In the workplace, political discussions seem to be the order of the day. Approximately a month from the elections, our country may be polarised by politics as never before.</p>\r\n<p>This survey sought to measure the prevalence of political discussions among employees in the workplace. It also sought to determine the extent to which political discussions have an impact on employees overall productivity.</p>

Politics In The Workplace Survey

<h2>Introduction</h2>\r\n<p>This report is part of the research we do to assist business leaders to make better decisions that improve the performance of their organisations. The aim of this particular research is to identify the number of organisations that will pay or have already paid annual bonuses for 2019, how much they will pay and the reasons for payment. The questionnaire was sent to human resources professionals (Human Resources Officer to as high as Human Resources Director)</p>

Annual Bonus Payment Trends Survey Report

<h2>Introduction</h2>\r\n<p>The National Employee Engagement Report is a reflection of the state of the Zimbabwean Workplace in relation to Employee Engagement. This data is based on over 1900 Zimbabwean employees. The report provides an interesting view of the level and views of engaged employees in Zimbabwe.</p>\r\n<p>&nbsp;</p>\r\n<p>This includes findings such as:</p>\r\n<ol>\r\n<li>Employee engagement in Zimbabwe has remained stagnant at an index of 72% in 2019 (2018 was also 72%), which is especially surprising given the prevailing socio-economic situation.</li>\r\n<li>The results show that 7 in 10 Zimbabwean employees are engaged.</li>\r\n<li>When the results are divided into segments most of the Zimbabwean employees (41%) are found to be Aligned Skeptics.</li>\r\n<li>Only 25% of Zimbabwean employees are Value Creators.</li>\r\n<li>Surprisingly employee engagement shows no significant relationship with the poverty datum line and the average inflation rate.</li>\r\n<li>Employee engagement is however significantly correlated with the GDP per capita, explaining almost half (41.2%) of the variation in the level of employee engagement.</li>\r\n<li>The dimensions which showed the highest levels of engagement were:<br />\r\n<ul>\r\n<li>Strategic direction</li>\r\n<li>Relationship with work colleagues</li>\r\n<li>Satisfaction with supervision given by the employees immediate supervisor.</li>\r\n</ul>\r\n</li>\r\n<li>The dimensions which showed the lowest level of engagement were remuneration and intention to stay.</li>\r\n<li>The most likely employee to leave an organisation in Zimbabwe are 40 years old and below with an average of at least 3 years experience</li>\r\n</ol>

Zimbabwe 2019 National Employee Engagement Benchmarking Report

<h2>Introduction</h2>\r\n<p>Employee Engagement is defined as a heightened emotional connection that an employee feels for his or her organisation that influences him or her to exert greater discretionary effort to his or her work. A study conducted by Gallup, Inc. in the 1990s identified Employee Engagement as the most important factor in helping companies grow. Several, if not all, organisational performance indicators are significantly influenced by how much employees are effectively engaged in their jobs (workplaces). As such, to improve the performance of the organisation, management needs to take note of which areas to work on.</p>\r\n<p><br />This Employee Engagement Survey was conducted by Industrial Psychology Consultants (Pvt) Ltd an independent surveyor. Although such surveys are critical to the performance and growth of the organisation, management should not rely solely on a single survey. Periodic surveys should be conducted. We suggest annually, so as to track the organisations performance and growth in relation to all employee engagement dimensions. After a series of surveys, it is only then that you can establish the link between your companys performance and Employee Engagement</p>\r\n<p>&nbsp;</p>\r\n<h2>Summary of Key Findings</h2>\r\n<ul>\r\n<li>The overall Employee Engagement Index (EEI) is 72%. In other words, at least 7 in every 10 employees are satisfied with their organisation as their employer.</li>\r\n<li>The Strategic Direction Index is 96%. This suggests that approximately, all of the Zimbabwean employees have a good understanding of their organisations goals and targets and how their work contributes to achieving them.</li>\r\n<li>The Leadership Index is 75%. This suggests that on average, 8 in every 10 of Zimbabwean staff are happy with their organisations leadership.</li>\r\n<li>The Communication Index is 68%. This suggests that, on average, 7 in every 10 of Zimbabwean employees are satisfied with communication in their organisation.</li>\r\n<li>The Relationship with Colleagues Index is 84%. This suggests that, on average, 8 in every 10 of the Zimbabwean organisations` staff are happy with their relationships with workmates.</li>\r\n<li>The Supervision Index is 83%. This suggests that, on average, 8 in every 10 of the Zimbabwean employees are happy with their immediate supervisors in their organisations.</li>\r\n<li>The Learning and Development Index is 75%. This suggests that, on average, 8 in every 10 of the employees are happy with the opportunities for learning and development available for them in their organisation.</li>\r\n<li>42% of Zimbabwean employees perceive remuneration systems in their organisations in a positive way. This suggests that approximately 4 in every 10 of Zimbabwean employees are satisfied with their remuneration. This dimension received the lowest positive responses.</li>\r\n<li>The Commitment and Loyalty Index is 68%. This suggests that, on average, 7 in every 10 of Zimbabwean employees are proud to work for their organisations.</li>\r\n<li>The Job Design Index is 76%. This means that, on average, 8 in every 10 of Zimbabwean employees believe they use their skills and knowledge at work.</li>\r\n<li>The Satisfaction Index is 71%. The result suggests that, on average, 7 in every 10 of the employees are satisfied with working for their organisations.</li>\r\n<li>The Intention to Stay Index is 59%. This suggests that, on average, 6 in every 10 of the employees indicate having no intention to leave their organisations.</li>\r\n<li>The Vigor Index is 73%. This suggests that, on average, 7 in 10 of the Zimbabwean employees show high levels of energy and mental resilience while working.</li>\r\n<li>The Dedication Index is 76%. This suggests that, on average, 8 in every 10 of the Zimbabwean employees are strongly involved in their work and experience a sense of enthusiasm, inspiration, and challenge.</li>\r\n<li>The Absorption Index is 65%. This suggests that, on average, 7 in 10 of the employees are fully concentrated and happily engrossed in their work.</li>\r\n</ul>

Zimbabwe 2019: National Employee Engagement Benchmarking Report

<h2>Introduction</h2>\r\n<p>This report is on a survey that was carried out to see how often companies verify the qualifications of the different individuals they hire for work. A total of 121 participants from different sectors of industry in Zimbabwe participated.</p>\r\n<p>&nbsp;</p>\r\n<h2>Summary of Key Findings</h2>\r\n<ul>\r\n<li>94% of the participating organisations across all sectors verify candidate qualifications by requesting candidates to bring original certificates. Only 6% of the organisations do not verify candidate qualifications.</li>\r\n<li>75% of the participating organisations do not verify candidate qualifications with the awarding institutions before or even after offering a candidate a job.</li>\r\n<li>40.34% of participating organisation only get to verify with awarding institutions when there are suspicions of forgery whereas 34.45% never get to verify with awarding institutions during and after time of hiring. 25.21% of the participating organisations verify qualifications with awarding institutions.</li>\r\n<li>24.58% of the participating organisations have encountered cheating scenarios in terms of qualification.</li>\r\n<li>0.8% of the organisations that participated have encountered cases of individuals that did not perform as their qualification certificates were suggesting.</li>\r\n<li>Medical and Motoring services have had the highest number of cheating scenarios as the Fast-Moving Consumer Goods, Church and Construction industry recorded no scenarios of cheating and forgery</li>\r\n</ul>\r\n<p>&nbsp;</p>\r\n<h2>Methodology</h2>\r\n<p>A questionnaire with a total of 6 questions was designed and then distributed via email through an online platform called survey monkey. Data obtained was then analysed.</p>

Employee Qualification Verification (Pre- Hire) Survey

<h2>Introduction</h2>\r\n<p>This report is part of a series of research we do on a regular basis to assist, professionals, aspiring and seasoned, business leaders and employees make better decisions that uplift the performance of their organisations.</p>\r\n<p><br />In a bid to continuously provide a work environment in which all individuals are treated with respect and dignity, sexual harassment at work should be eradicated. This particular research sought to estimate the prevalence of sexual harassment in the work place and how well employees are aware of their rights with regards to sexual harassment at work.</p>\r\n<p><br />Sexual harassment in the workplace includes but is not limited to unwelcome and unwanted sexual advances, requests for sexual favours, and other verbal or physical contact of a sexual nature that creates an unpleasant environment.</p>

Sexual Harassment in the Work Place Report 2018

<h2>Introduction</h2>\r\n<p>This report is on a survey that was carried out by IPC Pvt Ltd to find out the USD remuneration policies and practices in Zimbabwe. The survey was carried out in November 2020 and 82 organisation representatives responded from 18 different sectors. The organisational representatives were mainly HR Professionals.</p>\r\n<p>&nbsp;</p>\r\n<h2>Methodology</h2>\r\n<p>A questionnaire with a total of 6 questions was designed and then distributed via email through an online platform called survey monkey. Data obtained was then analysed.</p>\r\n<p>&nbsp;</p>\r\n<h2>Limitations</h2>\r\n<p>The number of respondents for some sectors was just one therefore the results could not be regarded as a representative sample for some particular sectors.</p>\r\n<p>&nbsp;</p>\r\n<h2>Summary and Key Findings</h2>\r\n<ul>\r\n<li>56% of all responding organisations are paying either full or in part USD salary.</li>\r\n<li>40% of the responding organisations that are paying USD to their staff pay them 100% of the salary in USD.</li>\r\n<li>60% pay part of the salary as USD from 25% to 75% of the total salary.</li>\r\n<li>40% of all the responding organisations have a retention allowance linked to USD.</li>\r\n<li>1% of responding organisations pay USD salary on a condition of USD revenue generated.</li>\r\n<li>3% of the responding organisations are considering the risk of the pandemic and are paying a USD allowance to their staff.</li>\r\n</ul>

USD Remuneration Policy in Zimbabwe

<h2>Introduction</h2>\r\n<p>The definition of nepotism according to Oxford dictionary is the act of appointing and promoting family members, relatives and friends based on favouritism in an organisation. Nepotism has been, is and will most likely be there even in the future as it originates from certain human traits that cannot be altered. This survey report on the prevalence of nepotism in Zimbabwean industries or sectors.</p>\r\n<p>&nbsp;</p>\r\n<h2>Summary of Key Findings</h2>\r\n<ul>\r\n<li>27.39% of the participants indicated that there was a high prevalence of nepotism in their organisation.</li>\r\n<li>28.24% indicated a moderate prevalence of nepotism in their organisation.</li>\r\n<li>25.55% indicated a low prevalence of nepotism in their organisation.</li>\r\n<li>17.82% indicated that there was no nepotism in their organisations.</li>\r\n<li>The highest prevalence of nepotism is in the Medical Services Sector with 52% of the respondents rating it on the high prevalence ranking scale.</li>\r\n<li>The other sectors with a high prevalence of nepotism are FMCG (42%), Media (40%) and Telecoms (39%).</li>\r\n<li>The department most affected by nepotism across all industries is the recruitment department.</li>\r\n<li>The recruitment department had a high prevalence of nepotism at 28.09%.</li>\r\n</ul>

Nepotism Prevalence in the Workplace Survey Report

<h2>Introduction</h2>\r\n<p>The research was aimed at finding out the ratio of HR staff to total headcount or total workforce. Whatever ratio comes out is interpreted per 100 employees. For example, a ratio of 1.8 means almost 2 HR staff for every 100 employees. The lower the ratio the more efficiently staffed an HR function is. This ratio must be interpreted within the context of each industry and the level of automation in the business. 45 HR Professionals responded. It was not possible to do specific analysis by industry due to the smaller size of the sample.</p>\r\n<p>&nbsp;</p>\r\n<h2>Summary of Key Findings</h2>\r\n<ul>\r\n<li>There is a significant correlation between HR staff numbers and overall headcount r = 0.67. The more the headcount increases the more people are recruited to man the human resources function.</li>\r\n<li>There is no significant relationship between HR headcount and the sector they fall under.</li>\r\n<li>There is a significant negative relationship between overall headcount and HR to staff ratio(r=-0.43). The larger the headcount being managed the smaller the ratio of HR staff per 100 employees. Put differently the smaller the organisation the higher the number of HR people required per 100 people. This finding is consistent with research from other studies as well.</li>\r\n</ul>

HR Staff to Headcount Report

<h2>Introduction</h2>\r\n<p>This survey focused on gauging the level of customer satisfaction in the Zimbabwe Banking Sector. Like all commercial entities, banks rely on customers for survival. In the competitive banking industry, banks need to differentiate themselves from other banks by providing high-quality customer service.</p>\r\n<p>&nbsp;</p>\r\n<p>Industrial Psychology Consultants (Pvt) Ltd does not hold itself liable to any derogatory comments and or opinions expressed as part of and through this survey. Our objective, however, is that this report may be used constructively towards creating a competitive financial services sector that satisfies its customers.</p>\r\n<p>&nbsp;</p>\r\n<h2>Summary of Key Findings</h2>\r\n<ol>\r\n<li>The Overall Zimbabwe Banking Sector Customer Satisfaction Index is 62%. This suggests that in every 10 of the Banking Sector customers, 6 are satisfied with the services provided by the banks. Please note that this number includes those that were not willing to disclose the name of their bank. This figure therefore would not be aligned to the weighted index calculated as an average of each bank.</li>\r\n<li>Stanbic Bank has the highest weighted score on customer satisfaction of 60% followed by NED Bank (53%), CBZ (52%) and FBC (55%).</li>\r\n<li>The Bank brand contributes more (75%) to the overall customer satisfaction compared to other dimensions.</li>\r\n<li>76.01% of Zimbabwe Banking Sector customers have low confidence in the local currency.</li>\r\n<li>Turnaround time (which include queues, notifications etc.) is what most (49%) respondents dislike about their banks.</li>\r\n<li>Stanbic Bank was rated as the bank with the best call centre among all banks in Zimbabwe.</li>\r\n<li>The results show that participants rate Nedbank as the best bank when it comes to resolving customer queries.</li>\r\n<li>Of all the banks in Zimbabwe, Nedbank was rated as the best in terms of turnaround time at their branches.</li>\r\n<li>Standard Chartered Bank was rated as the provider of the best technology which serves customers in the Banking Sector.</li>\r\n<li>Standard Chartered Bank was rated as the most trustworthy and the best brand bank in Zimbabwe.</li>\r\n<li>Standard Chartered was rated as the provider of best products and services to customers in the Banking Sector.</li>\r\n<li>75% of the participants are satisfied with the brands of their banks, whilst 25% are not.</li>\r\n</ol>

Zimbabwe Banking Sector Customer Satisfaction Survey November 2020

<h2>Introduction</h2>\r\n<p>Staff turnover is when employees leave the organisation for various reasons. Staff turnover costs money through lost productivity, time and resources wasted in looking for replacements. It is important for leadership in an organisation to understand why people are leaving the organisation and put interventions to prevent losses.</p>\r\n<p>&nbsp;</p>\r\n<p>Staff turnover can be categorised into voluntary and involuntary turnover. When people die in service or they are forced out through a restructuring that is called involuntary turnover.</p>\r\n<p>&nbsp;</p>\r\n<p>78 HR Professionals completed this survey representing 78 Zimbabwean organisations.</p>

Staff Turnover Report by Sector for 2020

<h2>Overview</h2>\r\n<p>This research is based on a poll which was run here on the human capital hub at <a href=\"../polls/preferred-zimbabwean-universities\" target=\"_blank\" rel=\"noopener\">Zimbabwes Most Admired Local Universities {subjective public perception}</a>. It is based on subjective public perception of each local university. In voting, the members of the public had to look and consider things like;</p>\r\n<ul>\r\n<li>Quality of graduates produced by each university,</li>\r\n<li>Quality of lecturers,</li>\r\n<li>The university brand,</li>\r\n<li>The impact of the university on all facets of Zimbabwean life.</li>\r\n</ul>\r\n<p>&nbsp;</p>\r\n<p>The members of the public were only allowed to vote once for a particular university. <br />We have created the following short summarised report to show the results based on the publics opinion.</p>

Zimbabwes Most Admired Local Universities Research

<h2>Introduction</h2>\r\n<p>We, Industrial Psychology Consultants (Pvt) Ltd., conducted a survey with the purpose of trying to understand Zimbabwean employees perceptions and opinions about sexual harassment and misconduct. The objective was to also quantify the prevalence of sexual harassment in the Zimbabwean workplace.</p>\r\n<p>&nbsp;</p>\r\n<p>Sexual harassment can be defined as unwanted verbal, non verbal or physical conduct of a sexual nature which has the purpose or effect of violating the recipients dignity, or of creating an intimidating, hostile, degrading, humiliating or offensive environment for the recipient.</p>\r\n<p>&nbsp;</p>\r\n<h2><strong>Summary of Key Findings</strong></h2>\r\n<ol>\r\n<li>Fourteen percent (14%) of the participants indicated that they have been sexually harassed at work.</li>\r\n<li>Forty eight percent (48%) of the respondents have witnessed a colleague being sexually harassed at their workplace.</li>\r\n<li>Twenty percent (20%) of the participants engage in \"harmless\" flirting and eleven percent (11%) said they feel their behaviour at their respective workplace encourages flirting.</li>\r\n<li>Twenty six percent (26%) of the respondents are not aware of the ways to address sexual harassment at their workplaces.</li>\r\n<li>Forty three percent (43%) of the survey participants stated that they are not aware if there is a policy statement on sexual harassment at their workplaces.</li>\r\n<li>Of the participants that were sexually harassed at work, seventy five (75%) were females.</li>\r\n<li>Sixty two percent (62%) of the participants that said the definition of sexual harassment is confusing, unclear and are also not sure of the boundaries between sexual harassment and harmless flirting were managerial employees.</li>\r\n<li>Of the respondents, seventy six percent (76%) of the respondents that mentioned that women bring sexual harassment to themselves were male.</li>\r\n<li>Nineteen percent (19%) of female managerial employees believe that women bring sexual harassment problems on themselves by dressing or acting provocatively at work and fifty four percent (54%) of male managers believe the same too.</li>\r\n<li>Generally, sixty six percent (66%) of managers believe women bring sexual harassment problems to themselves.</li>\r\n<li>Thirteen percent (13%) of all female respondents have been promised something in return for sexual favours at work.</li>\r\n<li>Sixty percent (60%) of male employees that have been promised something in return for sexual favours at work are currently in managerial positions.</li>\r\n<li>Eighty six percent (86%) of the respondents that have been punished for refusing sexual advances at work are female employees.</li>\r\n<li>Sixty six percent (66%) of the employees that believe they have not been any complaints in the last 3 years were managers.</li>\r\n<li>Sixty two percent (62%) of the respondents that do not feel confident enough to protect themselves were managerial employees.</li>\r\n<li>Two percent (2%) of the participants would accept sexual advances in return for favours at work.</li>\r\n<li>Seventy four percent (74%) of the managerial respondents have never offered support to someone who was being sexually harassed at work.</li>\r\n<li>Eighty six percent (86%) of the respondents have never received any training on sexual harassment.</li>\r\n<li>Some of the participants said they have lost their jobs, denied promotions and even been raped at their workplaces.</li>\r\n</ol>\r\n<p>&nbsp;</p>

Sexual Harassment in Zimbabwean Workplaces Survey Report 2016

<p>A job interview is one of the final stages you go through during a job-hunting process. It is worth celebrating because it is the culmination of all the hard work you put in stitching and clobbering a winning CV and placing it before the relevant people. All the efforts you put in your networking, application, social media profile making and other techniques in landing a dream job are rewarded by you sitting before an interview panel.</p>\r\n<p><br />An invitation to an interview after all the background checks and CV reviews shows that the employer believes that you have what it takes to fill the role. The ball will be in your court because it will be up to you to dispel all the doubts and convince the panel that you have what it takes to land the job and excel in it. The infographic below shows the four ways you can demonstrate your competence before an interview panel. Here is a summary of them:</p>\r\n<p>&nbsp;</p>\r\n<ol>\r\n<li><strong>Show that you were valuable in your previous job</strong> - No one enjoys taking someones trash, so if the interviewing panel has a feeling that your previous employer rejected you or never valued you, it can dent your chances of getting the job. Endeavor to show how valuable you were and what good results you achieved. Give concrete and solid evidence to that effect were possible.</li>\r\n<li><strong>Show that you will be great in this job</strong> - Your success in the previous role does not guarantee that you will be successful in the position at hand, hence it is imperative to show the would-be employer that you are up for the job and you will do great. Be proactive in your approach and show the panel the transferable skills you will be bringing to this job. Read through the industry trend to see the hot skills within the industry and play to such. Also, be on the look for leading questions.</li>\r\n<li><strong>Show that you are the right person for the job</strong> - The panel is made up of human beings, regardless of their effort to be impartial and objective, their instincts tend to push them to go for people they like. Improve your likability through confidence, professional interaction, and being at ease. Dont be over-familiar, remember they are not your buddies.</li>\r\n<li><strong>Show that you really want the job</strong> - There is a cost for recruiting less serious candidates for the job on the panel, both at an organizational and personal level hence they try to avoid it by looking for individuals who are really up for the job. Demonstrate to the panel that you really want the job and you understand what it takes to win in that role.</li>\r\n</ol>\r\n<p>&nbsp;</p>

Convincing the interview panel that you deserve the job

<p>Employee engagement is rooted in how emotionally connected employees are with their organisation and, in turn, how this connection translates into effective practices to work toward the organisations goals. The value of having highly engaged employees is that they have a more substantial organisational commitment and put more effort into their work, thereby boosting productivity. Employees are now driven by a feeling of relevance, daily goals, and achieving both personal and professional growth in their organisations.</p>\r\n<p><br /><img class=\"img-responsive\" src=\"../images/uploads_white_papers/NationalEmployeeEngagement2020Report.png\" alt=\"National Employee Engagement Report 2020\" width=\"auto\" height=\"250px\" /></p>\r\n<p>Industrial Psychology Consultant conducts a nationwide survey to understand and quantify the levels of employee engagement amongst Zimbabwean Employees yearly.<br />This report presents the state of employee engagement in Zimbabwe. This data is based on over 2100 Zimbabwean employees. Below are the summary findings.</p>\r\n<p>&nbsp;</p>\r\n<ol>\r\n<li>The employee engagement index in Zimbabwe has significantly changed from 72% in 2019 to 74% in 2020.</li>\r\n<li>7 in 10 Zimbabwean employees are engaged.</li>\r\n<li>The dimensions which showed the highest levels of engagement were: Strategic direction; Relationship with work colleagues; and Immediate Supervisor</li>\r\n<li>The lowest engagement was recorded on the remuneration dimension.</li>\r\n</ol>

National Employee Engagement Survey Report for 2020

<h2>Summary of Key Findings:</h2>\r\n<ul>\r\n<li>The adverse impact of COVID 19 on the economy and employee standard of living is evident.</li>\r\n<li>On average, all employees are left with 22% of net income after accounting for living expenses.</li>\r\n<li>The worse affected groups are the Officer/Professional level, Senior Manager and NEC staff.</li>\r\n<li>For the NEC employees, a large part of their earnings goes to food and rentals.</li>\r\n<li>For the senior managers, a large part of the earnings goes to rent and schools fees.</li>\r\n<li>For Officer/Professional level employees, a large part of the earnings goes to rent, schools and food.</li>\r\n</ul>\r\n<p><img class=\"img-responsive\" src=\"../images/uploads_white_papers/Report.JPG\" alt=\"Cost of Living Expenses August 2021\" /></p>\r\n<ul>\r\n<li>To alleviate the suffering of NEC levels staff, it may assist if employers offer food hampers and adjust housing allowances in line with prevailing market rentals.</li>\r\n<li>To alleviate the earnings mismatch at Officer/Professional level, any assistance with rentals, schools, and food would go a long way.</li>\r\n<li>For senior managers, any assistance with rentals and schools would assist them in covering the gap between earnings and living expenses.</li>\r\n</ul>

August 2021 Cost of Living Expenses Report

<h2>Summary of Key Findings:</h2>\r\n<ul>\r\n<li>57% of participating organisations do not have an HR professional on their boards.</li>\r\n<li>An HR professional is not chairing 73% of the participating organisations HR committees.</li>\r\n<li>An HR professional is chairing only 27% of the participating organisations HR committees.</li>\r\n<li>Generally, all boards for participating entities have more male members when compared to females.</li>\r\n<li>The implications of this kind of distribution are not known. Are the Boards happy and fulfilling their mandate well without an HR professional on the board. What does this say about the contribution of HR professionals to the business? Does it mean that anyone with enough business knowledge can handle human resources issues? Why are organisations not pushing to have HR professionals on their boards?</li>\r\n</ul>

HR Board Representation in Zimbabwe

<h2>Summary of Key Findings:</h2>\r\n<ul>\r\n<li>31% of participating organisations use the balanced scorecard system.</li>\r\n<li>26% of the participating organisations are using custom made systems.</li>\r\n<li>100% of the participating organisations from the retail industry do not use any performance management system.</li>\r\n<li>37% of the participants perform appraisals half-yearly, while 5% perform on an ad hoc basis.</li>\r\n<li>87% of the participants set their performance goals in line with the organisation strategy.</li>\r\n<li>52% of the participants do not link pay to performance.</li>\r\n<li>9 Sectors that had participants in this survey do not have an automated performance management system.</li>\r\n<li>The primary concern raised by participants as the challenge in performance management is the lack of fairness in the performance reviews.</li>\r\n</ul>

State of Performance Management Systems in Zimbabwe

<h2>Summary of Key Findings</h2>\r\n<ul>\r\n<li>67% of all participating organisations from the 20 industrial sectors have no HR Software.</li>\r\n<li>58% of the participating organisations have started data analysis as part of their HR analysis.</li>\r\n<li>88% of all the participating organisations have no HR analytics role in the HR departments.</li>\r\n<li>The highest rate of digitalisation is in the payroll management systems (68% of the participating organisations are fully digitalised).</li>\r\n<li>The lowest rate of digitalisation is in the Industrial relations management systems (4% only fully digitalised).</li>\r\n<li>100% of the Agro-processing sector participants use manual systems for training and development.</li>\r\n<li>23% of the participants have the three systems; Employee Self Serice, E-Recruitment Platform and E-Learning Platform.</li>\r\n<li>The major challenges in HR digitalisation have been funding the processes and getting buy-in from the senior leaders.</li>\r\n</ul>\r\n<p>Click below to download the full research paper.</p>

HR Digitalisation Survey October 2021

<p>Industrial Psychology Consultants researched to find out the level of skills possessed by Zimbabwean employees. In this report, we share the findings from that research. Please note that the employees rated themselves on the level of competency for each skills area. 564 Zimbabwean employees participated in this survey.</p>\r\n<p>&nbsp;</p>\r\n<h2>Summary of Key Findings</h2>\r\n<ul>\r\n<li>Zimbabwean employees indicated they are least competent in the following areas; business acumen, innovation, research skills, financial literacy, active learning and learning strategies.&nbsp;</li>\r\n<li>Zimbabwean employees indicated that they are highly competent in the following areas: Microsoft word, technical skills(job-specific), teamwork, and interpersonal skills.&nbsp;</li>\r\n<li>Males rated themselves higher than females in 86% of the competencies.</li>\r\n<li>When correlated to performance (self-assessment), Business Acumen contributes more to performance than any other skill.</li>\r\n<li>Microsoft Word skills contribute the least to performance.</li>\r\n<li>46% of all the participants rate themselves at average in terms of skills competence.</li>\r\n<li>36% of the participants rated themselves as having high competence in strategic skills.</li>\r\n<li>6% of participating non-managerial employees have no competency in Business Report Writing.</li>\r\n<li>Only 23% of participating middle-level managers rated themselves to have highly competent Business Acumen skills.</li>\r\n</ul>

Skills survey for Zimbabwean Employees Report

<blockquote>\r\n<p>Zimbabwes Economy is Set for Recovery, but Key Risks Remain</p>\r\n<p><a href=\"https://www.worldbank.org/en/news/press-release/2021/06/10/zimbabwe-s-economy-is-set-for-recovery-but-key-risks-remain\" data-cke-saved-href=\"https://www.worldbank.org/en/news/press-release/2021/06/10/zimbabwe-s-economy-is-set-for-recovery-but-key-risks-remain\"><strong><em>The World Bank 2021</em></strong></a></p>\r\n</blockquote>\r\n<p>With the economy being predicted to be on a path of improvement, we sought to find out the general opinion of Zimbabweans regarding employment opportunities-related issues. As with our custom, at Industrial Psychology Consultants(Pvt), we carried research to find out. The report details our findings.</p>\r\n<p>&nbsp;</p>\r\n<h2>Summary of key findings&nbsp;</h2>\r\n<ul>\r\n<li>The overall employee confidence index is 45%.</li>\r\n<li>The economic confidence index is 27%.</li>\r\n<li>The job security confidence index is 36%</li>\r\n<li>The employers future confidence Index is 55%</li>\r\n<li>The confidence of getting a new job in Zimbabwe is 60%</li>\r\n<li>The 36-45 Years age group has the highest overall confidence index of 65% compared to all other age groups</li>\r\n<li>Males have a higher overall confidence index than females, 56% against 49%.</li>\r\n<li>The senior management group has the highest overall employee confidence index of 67% compared to all other job levels.</li>\r\n<li>The research showed that the employee confidence index does not vary according to marital status.</li>\r\n<li>The cost of living issue is the primary stress concern for employees, with 23% of the participants indicating it as their major issue causing them stress.</li>\r\n<li>43% of the participants indicated that they are struggling with their financial situation, with only 15% indicating that they are happy with their financial situation.</li>\r\n<li>29% of the participants indicated that they were not paid on time at some point this year.</li>\r\n<li>56% of the participants do not have any form of savings.</li>\r\n<li>47% of the 36-45 years age group are in debt.</li>\r\n<li>The majority of the participants that are in debt have a mortgage.</li>\r\n<li>The majority of participants have debts costing them between 30-40% of their monthly income.</li>\r\n</ul>

<p>This report is the culmination of the employee confidence level survey that was carried out by the Industrial Psychology Consultants. With the economy being predicted to be on a path of improvement, we sought to find out the general opinion of Zimbabweans regarding employment opportunities-related issues.&nbsp;</p>

Employee confidence survey report Q3 - October 2021

<h2>Summary of Key Findings</h2>\r\n<ul>\r\n<li>A total of 31% of participating organizations have a formal succession plan for their CEO.</li>\r\n<li>Only 39% of participating organizations have a formal succession plan for all Senior Executives.</li>\r\n<li>76% of the participating organisations feel they have someone internally to take over if the CEO leaves anytime, whether there is a formal succession plan or not.</li>\r\n<li>41% of the participants said their current CEO has been in that role for less than 5 years. Another 31% of the participants said their CEO has been in that role for more than 5 years but less than 10 years. Lastly, 28% of the participants said their current CEO has been in that role for more than 10 years.</li>\r\n</ul>

<p>This report details our findings on Executive Succession Planning in the Zimbabwean market. The report describes the prevalence of succession plans in Zimbabwean organisations.</p>

2021 Executive Succession Planning in Zimbabwe Survey Report

<h2>Summary of Key Findings</h2>\r\n<ul>\r\n<li>The organizations in the NGO, Mining, Construction, and Telecommunications sectors pay salaries largely in USD.</li>\r\n<li>A majority of the respondents (70%) pay a certain percentage of their employee salaries in USD.</li>\r\n<li>The top management is the highest compensated in USD compared to the rest of the staff.</li>\r\n<li>Top management earns a greater percentage of their allowances in USD.</li>\r\n<li>Participants are unsure of the impact of paying employees in USD on the company revenue and productivity.</li>\r\n<li>Many organizations are receiving USD local sales enabling them to pay staff in US dollars.</li>\r\n<li>The highest staff cost to income/revenue is in the following sectors: NGO, Professional Services, and Quasi-Government.</li>\r\n<li>See our conclusions for insights and implications of these findings.</li>\r\n</ul>

2022 USD Salaries Payment Practices Report

<p style=\"text-align: justify;\">Industrial Psychology Consultants carried out a cost of living expenses survey for executives, senior managers, middle managers, officers/Professionals, and National Employment Council (NEC) level employees. The information is represented in the form of averages. Averages can be used for both continuous and discrete numeric data. All costs are given as monthly expenses in Zimbabwe dollar (ZWL$) the employment levels mentioned above unless stated otherwise.</p>\r\n<p style=\"text-align: justify;\">&nbsp;</p>\r\n<p style=\"text-align: justify;\">The cost of living is the amount of money needed to sustain a certain standard of living by affording basic expenses such as housing, food, and healthcare. The cost of living is often used to compare how expensive it is to live in one city compared to the other. In everyday situations, salaries and wages have a relationship with the general cost of living. Salaries should reflect the higher cost of living in more expensive cities.</p>\r\n<p style=\"text-align: justify;\">&nbsp;</p>\r\n<p style=\"text-align: justify;\">With the surge of the novel COVID-19 pandemic, life worldwide has been a challenge. Social and economic lives have been greatly affected due to the introduction of lockdowns across the globe, including Zimbabwe. According to a report by ZIMSTAT titled, <a href=\"http://www.zimstat.co.zw/wp-content/uploads/publications/Income/Finance/Final_Rapid_PICES_Report_Round_1.pdf\">Monitoring COVID-19 Impact on Households in Zimbabwe</a>, N = 1747</p>\r\n<ul style=\"text-align: justify;\">\r\n<li>Employment dropped, as one-fifth of the respondents working before the COVID-19 lockdown restrictions lost their jobs. This affected urban and rural areas, and job losses were particularly severe in the retail and other service sectors.</li>\r\n<li>Half of the urban respondents and two-thirds of rural respondents reported skipping meals or running out of food.</li>\r\n<li>One-third of the extremely poor could not afford to buy maize meal</li>\r\n</ul>\r\n<p style=\"text-align: justify;\">&nbsp;</p>\r\n<p style=\"text-align: justify;\">The cost of living expenses report is designed to monitor living standards for employees. The survey report provides in-depth information on the living expenses useful in monitoring living standards for employees.</p>

<p style=\"text-align: justify;\">The cost of living is the amount of money needed to sustain a certain standard of living by affording basic expenses such as housing, food, and healthcare. The cost of living is often used to compare how expensive it is to live in one city compared to the other. In everyday situations, salaries and wages have a relationship with the general cost of living. Salaries should reflect the higher cost of living in more expensive cities.</p>

December 2021 Cost of Living Expenses Report

<h2>The State of Recruitment &amp; Selection in Zimbabwe: 2025 Research Report</h2>

<p style="font-size: 1.1em; margin-bottom: 20px;"><strong>Discover the definitive analysis of hiring practices in Zimbabwe's evolving talent market.</strong></p>

<p>This comprehensive 2025 report reveals a recruitment landscape in transition, characterized by a strong reliance on traditional, trust-based methods and a significant technology adoption gap. Based on 171 survey responses from Human Resources professionals, the study provides critical insights for organizations looking to modernize their talent acquisition strategy.</p>

The State of Recruitment & Selection in Zimbabwe

This research represents the most comprehensive examination of employment background check practices in Zimbabwe to date, analyzing data from 122 organizations across 16 industry sectors. The findings reveal a paradoxical situation: while organizational commitment to background checks is high (89.7% adoption), the verification ecosystem is severely compromised by systemic corruption, widespread credential fraud, and unreliable reference systems.

Employment Background Check Practices In Zimbabwe

<p>Zimbabwe&rsquo;s economy improved in 2025. Inflation fell sharply. GDP growth recovered. Foreign currency inflows increased. On paper, the outlook looked better than it had in years.But for most employees, life did not feel better. Salary increases averaged about 8%, while the cost of living in US dollars remained high. In simple terms, many people earned more money but could afford less.</p>

<p><br />This report is based on data from 13 sector salary surveys covering more than 90 organisations in Zimbabwe&rsquo;s formal economy. It clearly shows what happened with pay in 2025 and what boards and executives must consider for 2026.</p>

<h3><br />Inside the report, you will see:</h3>
<ul>
<li>How much different sectors increased salaries</li>
<li>Why the percentage of pay in USD became the single biggest retention factor</li>
<li>How executive pay differs sharply across sectors</li>
<li>How organisations are using pensions, bonuses, housing, school fees, and other benefits to compete for talent.</li>
</ul>

<p><br /><strong>Why is there still a serious skills shortage despite high unemployment</strong><br />One message comes out strongly: organisations that paid a high portion of salaries in USD, reviewed pay more than once a year, and strengthened their benefits, kept their people. Those that did not are losing talent.</p>

<p><br />If you are a board member, CEO, or HR leader planning 2026 adjustments, this report will help you make better compensation decisions. You can download it below.</p>

Zimbabwe Salary Trends and Practices 2025 in Retrospect

<p>A 2026 IPC national survey of 380 Zimbabwean job seekers and professionals reveals a hiring system in critical condition, scoring just 32.5 out of 100 on the Hiring Integrity Composite Index. Three in four respondents say they have personally lost a job opportunity where merit was not the deciding factor, and nearly 72% identify personal connections, not qualifications, as the primary driver of hiring outcomes. The decisive moment, candidates report, is not the interview but the shortlist, with 59% saying processes almost always appear to have a pre-selected candidate, rendering the formal recruitment process largely ceremonial. </p>

<p><br>Compounding this, nearly 70% of applicants never or rarely receive feedback, and just under 70% describe hiring processes as opaque. The consequences are systemic: 63% have considered emigrating because of these experiences, 63% have stopped applying to certain organisations altogether, and 29% have accepted roles beneath their skill level. Across all sectors, private, state-owned, and NGO alike, the picture is broadly the same, and 70% of respondents believe the situation has deteriorated over the past five years. The report calls on employers to implement immediate, low-cost fixes, acknowledging applications, communicating decisions, publishing criteria, and training interviewers, while urging government and the HR profession to establish national hiring integrity standards and annual public reporting. The core conclusion is unambiguous: Zimbabwe's formal recruitment process has been hollowed out by informal decision-making, and the educated workforce has noticed.</p>