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  • Matt Spencer

Kenya’s generation Y may cause several shifts

Updated: Mar 31



Businesses in Kenya critically need to make shifts and big ones. This comes about due to the concern linked with the human resources side of things, in order to maintain a new harvest of advanced workers entering into the marketplace with increased expectations, passion for pro-activity and responsibility to sustain competitive within the labour market.


As sad as it is most of the companies competing within Kenya are unable to motivate the youth of the country resulting in generation Y business owners and managers perceiving generation x within Kenya as restless.  Employees are so restless that businesses are dropping roughly 40% of their workplace because of challenges found within management.

Statistics reveal that Generation Y, encompassing the ages 30 and below, presently make up for 25% of the occupation population and it is assumed to increase more than 50% in merely 2 years. This stipulates the importance of the needed shifts within Kenya. Generation Y candidates were born between 1979 and 1990 and have been proven to enter the market place stronger and higher expectations, demands, contracts, and standards.

The scarcity of jobs has made Kenya a classic example of an employers’ market. Generation Y employees are being obligated to receive occupations they would not normally consider therefore changing the dynamics within the workforce.

Generation Ys are known for their unique perception of work and the workplace that is strange to most managers and sometimes in conflict with established company regulations. Kenya’s Generation Y is not essentially motivated by modern-day technologies but instead by the need to produce, advance, experience and succeed when still young and vibrant. Work for such a generation is key and crucial to the self.  People who fall in this category pursue jobs and projects that are stimulating, widening and knowledgeably inspiring. They tend to be high achievers and therefore it is important for organizations to engage fully with them.


Workers within Kenya may be obliged to familiarise themselves with innovative management approaches as a means to grip an invasion of new labours whose features differ from the current harvest of employees. Kenya’s population is growing by 2.6 per cent every year, placing it in the top tier of most populated countries in the world. The rapid growth of a young adult population is expected to present new challenges for employers and a rethink of the benefits structure to one with emphasis on training, coaching and mentoring in place of perks such as car loans.


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