tionalised training programmes for managers and professional staff, poor remuneration
and lack of career opportunities. For professional engineers, training and development
in soft skills (entrepreneurship, business management and managerial skills) were criti-
cal for an effective construction industry. However, human resource development man-
agers in purely private organisations, particularly multinationals, use specific strategies
to develop human resources, which are as good as those in home countries.
Specific cases from Tanzania
British Petroleum Tanzania (BP (T) Ltd)
This is a private company dealing with wholesale marketing, and trade in petroleum,
petroleum gas lubricants, solar equipment, and related products and services.
The company has a career development and succession plan.
- There is employees’ assessment of learning needs on entry to the organisation,
- There is generic training for all employees,
- There is learning and development progression,
- All employees complete identified learning needs, and
- There is an emphasis on having multiple skills.
Before conducting training employees are evaluated in order to set the benchmark for
evaluation after training. A structured questionnaire instrument with a scale of 1-5
should be used to assess employees’ level of knowledge and skills acquired and the
general perception on the quality of the training programme in terms of influencing the
actual job performance. The questionnaire is followed by an observation of the actual
performance of individuals by the supervisor, which helps to make judgments in rela-
tion to the company objectives.
TAN Roads Tanzania
TAN Roads Tanzania is an executive agency established by the government of Tanzania
under the ministry of works and infrastructure. The main objective is to ensure that na-
tional road networks and bridges are constructed and maintained. The agency works
with the private sector in the process of procuring goods and services for feasibility
studies, roads and bridges’ construction and maintenance. The training and development
of employees are mainly done through career development whereby the emphasis is on
traditional formal training, promotion based on performance, seminars on different areas
including budgeting, good governance and strategic planning. Seventy percent of em-
ployees have career counselling and career plans.
Coca Cola Company Ltd (Kwanza Bottlers)
Historically, this company was established by a Greek business (Aris Cassolis) in 1952
under the name of Tanganyika Bottlers Ltd. After the union between Tanganyika and
Zanzibar in 1964, the company changed name into Tanzania Bottlers Ltd. In 1995, it
entered into a partnership with South African Breweries and now it is at the peak of its
performance producing different beverages including Coca Cola, Coke light, Fanta,
Sprite, Dasani and those falling under the Krest and Sparletta groups. The Coca Cola
Company Ltd uses a job evaluation committee to assess training needs. Training is fo-
cused on the following key areas:
- General knowledge and skills required to perform specific tasks.