REPUBLIC OF KENYA

PUBLIC SERVICE COMMISSION

HUMAN RESOURCE DEVELOPMENT

for the

PUBLIC SERVICE

JUNE, 2015
 TABLE OF CONTENTS

LIST OF ABBREVIATIONS......................................................................... iv  

DEFINITION OF TERMS ...............................................................................v  

FOREWORD .................................................................................................. ix  

PREFACE ....................................................................................................... xi  

CHAPTER ONE ...............................................................................................1  

INTRODUCTION ............................................................................................1  

CHAPTER TWO ..............................................................................................6  

HUMAN RESOURCE DEVELOPMENT .......................................................6  

CHAPTER THREE ........................................................................................24  

INSTITUTIONAL FRAMEWORK FOR HUMAN RESOURCE

CHAPTER FIVE ............................................................................................28  

MONITORING, EVALUATION AND REPORTING .................................28  

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 LIST OF ABBREVIATIONS
CEOs Chief Executive Officers
CHRAC County Human Resource Advisory Committee
CSDC Citizen Service Delivery Charter
CUE Commission for University Education
GHRIS Government Human Resource Information System
HELB Higher Education Loans Board
HR Human Resource
HRD Human Resource Development
HRM Human Resource Management
HRM&D Human Resource Management and Development
ICT Information, Communication and Technology
M&E Monitoring and Evaluation
ME&R Monitoring, Evaluation and Reporting
MHRMAC Ministerial Human Resource Management Advisory
Committee
NGO Non-Governmental Organization
PAS Performance Appraisal System
PC Performance Contract
PMS Performance Management System
PPP Public Private Partnership
PSC Public Service Commission
PSRP Public Sector Reform Programme
RBM Results Based Management
SAPs Structural Adjustment Programmes
SDS Service Delivery Surveys
SSS Staff Suggestion Schemes
TIA Training Impact Assessment
TNA Training Needs Assessment
TRF Training Revolving Fund

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 DEFINITION OF TERMS
Attachment
The temporary placement of a trainee/learner/attachee to a
section/unit to learn practical aspects of a job
Attachee
A learner/trainee/student who has duly entered into an
industrial attachment in an organization to acquire practical
aspects of a job
Capacity
Ability of individuals, organizations or systems to perform
appropriate functions effectively, efficiently and sustainably
Capacity Building
A long term and continuous process of developing and
strengthening the skills, instincts, abilities, processes and
resources that organizations and communities need to survive,
adapt, and thrive in the fast-changing world

Career Counselling
A process in performance management where an individual
employee and the supervisor discuss the career opportunities
and aspirations open to the employee
Career guidance
The provision of information to assist officers make informed
choices for their careers
Career Guidance and Counselling
A comprehensive developmental program designed to assist an
individual make informed training and occupational choices

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Coaching
A development process through which an individual is
supported while achieving a specific personal or professional
competence and organizational goals
Evaluation
A process of gathering data and information on the value and
effectiveness of a training programme
Explicit knowledge
Documented knowledge in the public domain
Human Resource Development
A process by which continuous efforts are made to develop the
employees for their present and future roles and to identify and
utilize their inherent potentialities
Induction
The process of receiving and orientating/familiarizing a new
employee to an organization’s work procedures and
environment
Intern
A student or a recent graduate undergoing supervised practical
training
Knowledge Management
A range of strategies and mechanisms used in an organization
to identify, capture, store, share and disseminate information
and data
Mentoring
A relationship in which a more experienced and knowledgeable
person guides another person (protégé) to develop
professionally

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Monitoring
A systematic collection, analysis and use of training information
for decision making
Performance Management
A strategic and integrated approach to delivering sustained
success to organizations
Policy
A framework that provides broad guidelines
Self-development
A process through which officers undertake a course of training
on their own initiative
Staff Suggestion Schemes (SSS)
A framework that encourages employees to suggest new ideas
for improving service delivery and performance
Structured Training
Constitutes a cost-effective and systematic approach to
development of employee’s potential from the time one joins
the service until exit
Succession Management
A strategic and deliberate effort to build the capacity of an
employee to acquire skills, knowledge and competences for a
higher position
Tacit knowledge
Knowledge inherent in an individual employee
Talent Management
The process of identifying and developing individuals with
unique endowments for the benefit of the individual and the
organization

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Training
Deliberate and systematic learning experience designed to
provide skills, knowledge and appropriate attitudes to an
employee for performance of a particular job
Training Bond
A formal agreement between an employee and employer that
commits the employee to serve in the Public Service for a
specified period of time after completion of training
Training Needs Assessment (TNA)
A performance audit that generates and provides management
with data and analytical information on knowledge, skills and
competency gaps for decision making
Training Impact Assessment
A process of measuring the effectiveness and relevance of a
training programme

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 FOREWORD
A professional, efficient and effective public service is the
aspiration of many modern states. It enables a country to
achieve, with relative ease, the socio-economic progress that is
the hallmark of a democratic society. The commitment of
employees towards the goals and aspirations of the employer
are dependent on how the employees are managed and
developed. Central to this theme of people- management is
training and capacity building.
The Public Service Commission is conscious that human
resource development is a catalyst in management and
implementation of change, building learning organizations and
creating a culture of performance. Effective training and
development benefits both the individual and the organization
through sharing of ideas and dissemination of good practices
resulting in efficient and effective performance. This policy is
the Commission’s commitment to promoting an environment of
structured and systematic training, learning and continuous
professional development of public servants to enable them
delivers quality services to the citizens.
The policy outlines measures and strategies for ensuring that
human resource development and capacity building in the
public service is guided by Articles 10, 27, 54, 55, 56, 232 and
Chapter six of the Constitution. Further, the policy provides a
framework within which decisions can be made and supported
with regard to training and development.
Emphasis is placed on the need to base Human Resource
Development decisions on training and development plans.It
stresses the prudent management of resources devoted to
training and capacity building, while recommending other
approaches to mobilizing training funds as well as individual
self-financed development plans. Employees are encouraged to
acquire skills, knowledge and attitude; and to develop to their
full potential in order to realize their needs as well as the
objectives of the ministries, departments and the agencies they
work for.

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With the introduction of this policy, training and development
plans and programmes shall be undertaken on the premise that
they support the overall human resource plans and the
country’s social and economic strategies.
The policy replaces the Recruitment and Training Policy of
2005, and it should be read in conjunction with the current
Human Resource Policies and Procedures Manual for the Public
Service.

PROF. MARGARET KOBIA, PhD, CBS

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 PREFACE
The Constitution of Kenya provides for a public service that is
professional, responsive, accountable, impartial, efficient and
effective. The public service needs to be equipped with an
optimum number of staff with relevant skills mix, knowledge
and attitudes in tandem with the competency framework, with
a view to promoting a value based public service.
This Policy provides clear guidelines for efficient, effective and
purpose driven management of human resource development in
the public service for socio-economic development. Further, it
provides for systematic identification and mitigation of
performance gaps; and creation of an environment that
promotes Private Public Partnerships in training and
development, innovativeness and creativity in service delivery.
In addition, it provides direction in planning and implementation
of capacity building programmes and mechanisms for
performance improvement, while ensuring continuous and life-
long learning for public servants.
The Policy presents a mechanism for structured training,
competency development and assessment; knowledge and
talent management; entrenchment of Values and Principles of
Public Service, human resource development audit and
development of a monitoring, evaluation and reporting
framework for human resource development programmes.

MRS. ALICE A. OTWALA, CBS

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 CHAPTER ONE
INTRODUCTION
Preamble
In order to harmonize the training and development function in
the public service, the government developed the recruitment
and training policy in 2005. The policy aimed at assisting the
government achieve the goal of having a lean, efficient and
effective service that is manned by qualified and committed
public servants. Since then, various changes in the country such
as the launching of the country’s long term development blue
print, the Kenya Vision 2030, and the promulgation of the
Constitution of Kenya in 2010 have necessitated the need to
review the policy.
1.1 Background
The public service plays a major role in national development
through promotion and maintenance of a conducive socio-
economic and political environment for other sectors to thrive.
This role is supported by legal and policy frameworks, such as
the Constitution and the Vision 2030, both of which provide the
country with the necessary guide to achieve accelerated
development.
Over the years, the Human Resource Development (HRD)
function has undergone various phases. The first phase was the
Kenyanization programme of 1960s that aimed at preparing
indigenous Kenyans to occupy positions left vacant by the
departing colonial administration. The second phase of the
1970s, aimed at professionalizing the service by addressing the
various challenges facing the public sector such as inadequate
supply of qualified, professional, technical and managerial staff
to match institutional expansion; insufficient evaluation of HRD
and its impact on job performance; and lack of a coherent
approach to HRD function.
The third phase coincided with the Structural Adjustment
Programmes (SAPs) of the 1980s and Public Sector Reforms

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Programme (PSRP) of 1990s. During this period, HRD became a
major driver of public sector reforms.
During the fourth phase, from the year 2000, there was a
paradigm shift in government training policy that emphasized
on short term job-related courses for performance improvement
and leadership development as opposed to long-term training
programmes that focused on promotion.
In the on going phase, the government has adopted a policy on
decentralization of human resource management to enhance
performance management. The policy merges human resource
management and development functions in the public service to
ensure effectiveness and efficiency in service delivery, enhance
transparency and accountability and reduce bureaucracy. The
HRD function will therefore focus on developing skills and
competencies for the implementation of the Constitution and
realization of Kenya Vision 2030 in light of the decentralized
policy.
In view of globalization and advancement in Information and
Communication Technology (ICT) the demand by citizens for
quality service delivery has increased. This has put pressure on
the human resource development function which is expected to
transform cultures of organizations and attitudes of employees
to meet the demands of the rapidly changing environment.
Therefore, HRD in the public service plays a crucial role in
improving performance through systematic development of
knowledge, skills, attitudes and values of employees so that
they can contribute to the realization of national development
goals and objectives.
In addition, HRD plays a critical role in inculcating the values
and principles in Articles 10 and 232 in the public service and
developing a human resource which is creative and innovative.
Further, new human resource development approaches such as
coaching, mentoring, career guidance and counselling have
been introduced with emphasis on local as opposed to foreign
training.

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1.2 Rationale for the Review of the Policy
The Recruitment and Training Policy, 2005 addressed two HR
functions namely recruitment and development with emphasis
on individual training for career growth and development. To
effectively address the critical function of HR development it
has become necessary to separate the two policy areas. A
policy on HRD is central to creating a modern human resource
base in the public service to accelerate the country’s
development towards middle level economic status. Further, the
emergence of local and international developments has
necessitated a review of the Recruitment and Training Policy,
2005.
The Constitution of Kenya underscores the need to afford all
public servants adequate and equal opportunities for
appointment, training and advancement, at all levels of the
public service of men and women; members of all ethnic
groups; and persons with disabilities. This policy takes into
account these provisions and puts in place mechanisms for
achieving the Constitutional requirements.
In order to transform the Country into a prosperous nation with
a high quality of life and a dynamic human resource as
envisaged in Vision 2030, the policy aims to achieve an
efficient, motivated and well-trained public service that is more
citizen-focused and results oriented. This is through
introduction of new approaches to management and
development of employees such as, the decentralization of
human resource management, the Public Private Partnerships
(PPP), Performance Management Systems (PMS) and financing
of training.
1.3 Objectives of the Human Resource Development
Policy
This Policy provides a framework for the human resource
development function in the public service.
The objectives of the Policy are to:

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a) entrench national and public service values and principles in
training and development;
b) ensure public servants are accorded equal opportunities for
relevant training at all levels of the public service;
c) ensure that public servants possess the necessary
knowledge, skills, attitudes and competencies for
performance improvement and career progression;
d) create a mechanism for ensuring adequate funding for
human resource development, and capacity building
programmes in the public service;
e) ensure implementation of prioritized, demand driven
programmes that are cost-effective;
f) encourage a culture of life-long learning, knowledge
sharing, innovation and creativity in order to create a
strong human resource base in the public service for human
resource planning and management;
g) encourage the development of research and consultancy
capacities of public sector institutions while strengthening
collaboration and linkages with the private sector,
recognized training institutions and development partners;
h) promote linkages between the industry, training and
research institutions in order to ensure training that is
demand-driven and responsive to the requirements of the
industry;
i) enhance attraction and retention of competent talent locally
and from the diaspora; and
j) ensure an effective monitoring, evaluation and audit system
that is integrated in public service human resource
development programmes for efficiency and effectiveness.
1.4 Scope of the Policy
This Policy shall apply to all public servants at the national
government and other Public Service Organizations and

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Agencies. Further, the policy shall guide capacity building and
technical assistance by the National Government to the
Counties.
1.5 Guiding Principles on Human Resource Development
function
Since independence, the government has endeavoured to unite
its citizens by instilling national, social-cultural and public
service values and principles. These values and principles are
embedded in Articles 10, 232 and Chapter six of the
Constitution and the Kenya Vision 2030.
1.5.1 Human Resource Development and Value Systems
The HRD function seeks to create an environment that ensures
integration of values and principles in all human resource
development programmes. The Public Service Commission shall
develop mechanisms for promoting the national values and
principles of governance and values and principles of public
service throughout the service.
1.6 Policy Statement
The Government is committed to developing the requisite
competencies for all public servants and growing the right
leadership based on national values and principles of
governance, Principles of Leadership and Integrity and values
and principles of public service as enshrined in the Constitution.
This Policy integrates these Values and Principles with other
public service management systems and practices through
capacity building, training and development at both levels of
government.

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 CHAPTER TWO
HUMAN RESOURCE DEVELOPMENT
2.1 Introduction
The Constitution mandates the Commission to develop human
resource in the public service. HRD entails all aspects relating to
education, training and capacity development of employees.
HRD has a dual objective of growth of the employee and the
growth of organization, and focuses on providing employees
with knowledge, skills, competencies and positive attitudes for
effectiveness in their current or future responsibilities. This
chapter focuses on key components of training and capacity
development the function in the public service.
2.2 Training
Training is the most cost-effective intervention for improving
human resource competencies in any organization. In the
public service, training plays a key role in improving
performance to realize national goals and objectives. To
enhance the outcome of training, the process should be
systematic, aligned to the principles of Results Based
Management (RBM) and guided by national values and
principles of governance and values and principles of public
service.
2.3 Policy Statement
The Government is committed to continually and sustainably
train its employees to upgrade their knowledge, skills, attitudes
and competencies. The purpose is to enhance their
performance and career growth, ability to assimilate
technology, adopt favourable mind-sets, create and seize
opportunities for social advancement, economic growth and
individual fulfilment. To promote training that is responsive to
the requirements of the public service, the Government will
endeavour to strengthen linkages between training and/or
research institutions and industry.

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To implement the provisions of this policy and ensure
systematic training, ministries/state departments and other
public service organizations and agencies shall undertake the
following:
2.3.1 Training Needs Assessment
All training in public service organizations shall be based on
comprehensive Training Needs Assessments (TNA) to be
conducted every three (3) years or as need arises. The aim is to
identify performance gaps, determine their causes and
recommend the appropriate interventions. Each MDA shall
submit the approved TNA report to the Public Service
Commission.
To identify the training needs of individual employees that
impact on their performance, the immediate supervisor shall be
expected to hold regular discussions with the employees. To
adequately address the performance gaps, training objectives
should be aligned to the organization’s strategic plan, objectives
and goals; and the Performance Appraisal System (PAS). The
identified training needs should be prioritized and training plans
developed and implemented.
2.3.2 Training Projections
Training Projections are part of an organization’s HRM plans.
All public service organizations shall be required to prepare
annual training projections to guide the HRMAC in nominating
and selecting officers for training. The projections should be
linked to the national goals and priorities, strategic plans, TNA
reports, Performance Appraisal (PAS) reports and the training
budget.
Each MDA shall submit a copy of the approved annual training
projections to the Public Service Commission at the beginning
of every financial year.
2.3.3 Design of Training Programmes
Training Programmes comprise short and long-term, local and
foreign courses in specific professions that are intended to

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impart required knowledge, skills, attitudes and competencies
to enhance staff performance. Public service organizations are
encouraged to design and implement work related in-house and
group training programmes to address the identified training
needs while taking into account the following:
a) organizational needs and priorities;
b) availability of professionally qualified and experienced
trainers/facilitators;
c) appropriate training facilities and equipment;
d) guidelines on standards of training;
e) funding; and
f) cost-effectiveness vis-à-vis expected benefits.
Training should generally be provided by public service training
institutions, consultants selected through the prevailing
government procurement regulations and other accredited local
and foreign training institutions. The Government recognises
the role of public-private partnerships in training provision and
encourages this collaboration.
Training may be delivered through e-learning, distance/open
learning, sandwich/holiday modes, part-time, regular and
parallel programmes among others.
2.3.4 Ministerial Human Resource Management
Advisory Committee (MHRMAC)
Each state department and other public service organizations
shall manage the training and development function through
the Ministerial Human Resource Management Advisory
Committee (MHRMAC). The Committee shall consider and
approve training objectives, staff development strategies,
training needs, training projections, skills inventory and training
data.
The Committee shall also advise on optimal utilization of local
and foreign training resources and opportunities, identification
and selection of suitable applicants for various training

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programmes and assessment of the impact and effectiveness of
the training. The composition of the Committee shall be as
directed by the Public Service Commission.
2.3.5 Nomination and Selection of Trainees
Nomination and selection for individual and group training shall
be based on prioritized training projections. The approved
programmes should address national, organizational and
individual goals. Selection of trainees shall be in accordance
with the national values and principles of governance (Article
10), leadership and integrity (Chapter 6), Bill of rights (Article
27) and values and principles of public service (Articles 232).
2.3.6 Authorization for Training
Approval of training for officers shall be in accordance with
service regulations. An officer on an approved training shall be
deemed to be on duty and entitled to requisite benefits.
Authority for local training, including in-service training in the
public service training institutions shall be granted by the
respective Cabinet Secretary on recommendation of MHRMAC.
Authority for foreign training should be undertaken by the
Ministry responsible for Public Service. The Commission shall
receive quarterly reports from the Ministry responsible for Public
Service on decisions relating to foreign training programs under
development partners, bilateral and multilateral arrangements.
An officer on an approved training shall be expected to
successfully complete the programme within the stipulated
period, submit a training report and a copy of the certificate. An
officer, who fails to complete a training programme without
valid reason, shall be required to refund the cost of the training.
An officer who fails to complete an approved training
programme within the stipulated period and/or repeats the
programme shall undertake the course at his own time and
cost.
A public servant who returns from local or foreign long term
training will not be eligible for approval for another long course

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until after the expiry of two years. For short courses, an officer
will be eligible after six (6) months of service. However the
restriction does not apply for courses organized and conducted
internally within the organization.
2.3.7 Standardization, Accreditation and Certification
The Government is committed to developing mechanisms,
frameworks and guidelines for quality assurance through quality
assessment, quality audit and accreditation of training
programmes, institutions and trainers.
The Commission for University Education (CUE), as a national
regulating and quality assurance agency, shall accredit and
review standards of training in universities. It shall also
recognize certificates issued by the accredited universities. The
Technical and Vocational Education and Training Authority shall
regulate, develop and review education policy, standards,
curricula and examinations for Technical and Vocational
Education, while the sectoral middle level training shall be
regulated by the respective accrediting institutions.
The government shall only recognize examinations administered
and certified by legally and/or administratively recognized
examining, certifying and regulating institutions and
professional bodies.
2.3.8 Trainers in Public Service Training Institutions
To enable training institutions provide relevant and quality
training, engagement of both regular and part-time trainers in
public service training institutions should take into account the
suitability of the person in terms of qualifications, experience
and values and principles as stipulated in the Constitution.
The training institutions are encouraged to engage, on part-
time arrangements, the expertise, insight and practical
experience of public servants. The purpose is to blend theory
and practice in training.

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The respective Cabinet Secretaries are expected to initiate
mechanisms for developing standards of performance for the
trainers in the ministry’s training institutions.
2.3.9 Training Levy
Officers undertaking residential courses lasting more than four
(4) weeks and above in local training institutions will be
required to contribute to the cost of their training at the rate of
ten percent (10%) of their basic salary per month for the
duration of the course.
Officers attending residential courses lasting more than four (4)
weeks in institutions outside the country will contribute at the
rate of twenty percent (20%) of their basic salary per month for
the duration of the course. This is regardless of whether the
courses are sponsored by the Government of Kenya or by
Development Partners through bilateral or multilateral
arrangements.
Officers undertaking part-time or full time self-sponsored
courses are however, exempted from paying the training levy.
Accounting Officers should ensure that the officers’ training
contributions are remitted in lump sum for the duration of the
course to the Ministry responsible for Public Service before the
commencement of the course.
2.3.10 Training Allowances
Public servants attending training programmes sponsored by
the government or development partners shall be paid
respective allowances at rates determined by the government.
2.3.11 Bonding Public Service Trainees
The Government shall bond public servants who proceed on
approved training lasting six (6) months and above either in
local or foreign institutions. However, ministries, state
departments and other public service organizations and
agencies will bond employees undertaking courses lasting less
than six months where the cost of the training constrains the
training budget. The purpose of bonding is to ensure that the

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public service benefits adequately from the skills, knowledge,
competencies and positive attitudes acquired through the
training and that the government gets value for its investment
in training.
The bond amount will be the total cost of the training, and the
bond period will be as per guidelines released to the service by
the government. In case of default, the bondee and/or surety
will be required to redeem the bond amount on prorata basis.
2.4. Structured Training
Public officers shall undertake the following training
programmes at different levels within their careers:
2.4. 1 Induction
Cabinet Secretaries are responsible for ensuring that all officers
joining the organization on first appointment, transfer, re-
designation, re-appointment and promotion are inducted within
the first three (3) months.
The purpose of induction is to enable an officer adapt and
acquaint self with the position/job requirements,
organizational/work environment and public service culture.
2.4.2 Competency-Based Training
Competency is related to individual’s ability to perform tasks
and duties to pre-determined standards, goals and objectives.
Officers joining public service organizations in any job
classification enter with different types and levels of
competencies. As serving officers progress in their careers they
are expected to gain higher levels of competency which will be
grouped into core, technical, managerial and leadership.
The government will entrench competency-based training and
assessment in the public service for enhanced productivity and
performance improvement. Public service organizations are
required to base their training activities on the Competency
Framework.

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2.4.3 Certificate/Diploma
Where knowledge and skills are required at this level for the
officer’s performance improvement and career progression,
approval of the training shall be based on the prevailing training
regulations.
2.4.4 Undergraduate Programmes
The government shall not sponsor serving officers for
undergraduate programmes. Where there is need for skills at
this level, the government will procure the same from the
labour market.
Serving public servants are encouraged to undertake relevant
undergraduate studies under self-development and part time
arrangements. Employees who wish to sponsor their training
shall be granted course approval. However, attainment of such
qualification in itself is not a guarantee for automatic
promotion.
2.4.4.1 Affirmative Action for Undergraduate
Programmes
In a bid to ensure the marginalized and minority groups and
persons with disabilities are represented at all levels of the
public service, public institutions may recommend sponsorship
of officers for relevant undergraduate degree programmes and
identified training needs in line with affirmative action
programmes. Recommendations made on such requests shall
be forwarded to the Public Service Commission for approval.
The affirmative action for under-graduate degree programmes
shall remain in force until such time that a representative public
service is achieved.
2.4.5 Masters Programmes
The Government will continue to support and approve training
at Master’s level for officers requiring the skills as prescribed in
the respective career progression guidelines. An officer wishing
to pursue self-sponsored master’s programme shall get
approval from the Cabinet Secretary as recommended by

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MHRMAC. Approvals and sponsorship for a second Masters
Programmes shall not be granted.
2.4.6 PhD Programmes
Training at PhD level will be approved for officers working in
universities, research institutions and in departments or
agencies where research is a major component of their job. The
government will also approve and sponsor requests for training
at PhD level on a case by case basis provided that the area of
study is a national priority or is focused towards the
organization’s strategic needs as outlined in its strategic plan.
Requests by officers wishing to pursue PhD on self-sponsorship
shall be approved on condition that the area of study is relevant
to their duties and that the approval shall not provide for
reimbursement of training expenses.
2.4.7 Foreign Training
Government sponsorship for foreign training will specifically be
focused on national priorities and limited to specialized technical
skills that are not available in local training institutions.
Course approvals and coordination of foreign training
programmes under development partners, bilateral and
multilateral arrangements are to be undertaken by the Ministry
responsible for Public Service. Nomination and selection of
trainees for foreign training shall be recommended by
MHRMAC.
Quarterly reports on all training undertaken in MDAs shall be
submitted to the Commission.
2.4.8 Pre-retirement
Public Service organizations are expected to adequately prepare
their employees for retirement by developing and implementing
customized pre-retirement training programmes.
The Kenya School of Government, in collaboration with the
relevant stakeholders will facilitate in development and review
of a pre-retirement curriculum.

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2.4.9 Appeals on Training
Where an officer is dissatisfied with a decision on award of
training opportunities the officer may appeal to the Commission
for review after exhausting the internal appeals mechanisms at
the MDAs.
2.5 Human Resource Development and Capacity
Building
Development of human resources may be viewed as a set of
activities and processes undertaken to promote the intellectual,
moral, psychological, cultural, social and economic development
of the individual. It seeks to positively transform attitudes,
commitment, integrity, assertiveness and responsibility into
values and competencies. Capacity building focuses on making
the public servant highly qualified, adaptable, flexible and able
to respond to the changes triggered by globalization while
providing efficient and effective services to the citizens.
2.5.1 Policy Statement
The government is committed to continuously develop
employee’s intellectual, moral, psychological and inherent
potentialities through life-long learning so as to achieve the
highest human potential for the country’s development goals.
Learning within employment will be institutionalised with
emphasis on learning through the use of technology.
Ministries/state departments and other public service
organizations and agencies are to adopt the following
approaches for development and capacity building:
2.5.2 Talent Management
The public service has a pool of talent that has not been
identified, adequately developed and fully utilized. The
government will therefore develop a mechanism for identifying,
harnessing, recognizing, developing, nurturing and retaining
talented staff in the public service.
The Government will also provide a conducive environment to
enable officers bring out and utilize their full potential; offer

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attractive terms and conditions of service to reverse brain drain;
and attract more talent from the diaspora as well as other
sectors of the economy. Further, funds will be set aside in the
public service to facilitate specialized training, develop
recognition and awards schemes for fast-tracking officers with
special talents. In addition, the Government will create a
linkage with the education sector to identify and nurture
specialized talent with a view to fast-track such talent for key
career specializations that may be in short supply.
2.5.3 Career Guidance and Counselling
Career guidance and counselling shall be institutionalized in the
public service and all public officers, irrespective of gender, age,
race, religion and socio-economic status, will be encouraged to
pursue available career opportunities in line with their abilities,
talent and interests. The government will develop guidelines to
provide operational and strategic direction for Career guidance
and counselling.
Public Service organizations shall put in place special career
guidance and counselling initiatives to address the needs of
public servants who become physically and/or psychologically
disoriented while in service in order to rehabilitate and
reintegrate them in ways that will enhance their performance.
2.5.4 Mentoring
Mentoring as an approach to Human Resource Development
involves transfer of knowledge, skills, attitudes and
competencies from the mentor to the mentee. A mentor can be
instrumental in facilitating self-reflective learning, induction,
career growth, personal development and change management.
MDAs shall institutionalize a mentoring culture in the public
service by encouraging implementation of mentoring
programmes as a way of developing staff.
2.5.5 Coaching
Through coaching the employee is made to accept responsibility
for his own actions or omissions and is assisted to address work
related problems so as to achieve superior performance. The

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Coach can apply performance, life, business coaching and
facilitative learning for a short period of time and thereafter
assign the Coachee the responsibility of continuous learning.
Public service organizations will develop and entrench coaching
programs in their human resource development strategies. The
Government shall develop a framework to guide and entrench
coaching programmes in the public service.
2.5.6 Role Modelling
Public service employees are encouraged to learn and emulate
positive behaviour from their leaders, senior managers,
colleagues and juniors in the internal/external environments.
Public service organizations at all levels shall institutionalize role
modeling programs in their activities by adapting and
entrenching a culture of value based leadership and those in
positions of leadership shall be expected to be good role
models.
2.5.7 Knowledge Management
The Public Service generates a lot of knowledge and
information through normal operations, research, reports and
observations. The knowledge is usually in the custody of the
individual officers as tacit knowledge or in the organization as
explicit knowledge. Knowledge is a resource to be shared by all
and hence the need to harness, conserve and protect the
knowledge from loss, misuse, mismanagement and abuse.
Proper knowledge management enhances economic growth and
productivity, improves service delivery and supports generation
of new ideas.
Ministries/state departments and other public service
organizations are expected to promote a culture of openness
and information sharing. The state department responsible for
National Heritage and Culture shall archive important
information for future reference, learning and preservation of
cultural heritage.
Knowledge management will be institutionalized through
establishment of knowledge sharing-platforms, including well-

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equipped and managed documentation, information, learning
and resource centres in the public service. The government will
also build the capacity of public servants on knowledge
management techniques, procedures, processes and encourage
a culture of reading.
2.5.8 Industrial Attachment
Industrial attachment is an important component of education
and training. It provides attachees with opportunities to acquire
practical aspects of their respective areas of specialization in a
real work place environment. The government will support
industrial attachment by providing opportunities to students in
tertiary and higher education institutions.
Attachment will be undertaken during the course and the
duration will be for a maximum period of three (3) months. The
attachment shall be in line with the values and principles of
public service and the existing labour laws.
2.5.9 Internship
Trainees graduating from training institutions join the labour
market with academic and theoretical approaches to work and
hence require practical exposure in a real work environment.
The public service uses internship programmes as part of on
the job training for purpose of moulding interns to become
responsible citizens who will contribute effectively to the socio-
economic development of the country. Internship programmes
shall be guided by the Constitution and other policy guidelines
and shall not exceed one (1) year.
2.5.10 Staff Secondment
The government utilizes secondment as a way of providing
public servants with opportunities to learn, benchmark, and
acquire practical knowledge and skills from organizations with
known areas of specialization. Public service employees may be
seconded to other public organizations for a period not
exceeding three (3) years and may be renewable once.

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2.5.11 Research and Development
Research and development explores, investigates and informs
on the best options to existing problems. It enhances policy
interpretation, implementation and alignment to emerging
issues. It also fosters creativity and innovativeness in the public
service.
This policy envisages applied research directed towards gaining
knowledge, better understanding and generating new ideas.
The government shall continue supporting research and
development activities in the public service as a tool for making
informed decisions and policies. It will promote a participatory
approach to Research and Development whereby all
stakeholders will be involved. The following measures shall be
taken to encourage research in public service organizations and
training institutions:
a) balance the work load and research by allocating a
minimum of 15% of working time for research activities;
b) budget for research activities and develop appropriate
mechanisms for implementation of relevant research
findings;
c) allocate 1% of each public service organization’s recurrent
budget for research activities. The resources shall be
prioritized on untapped areas of research;
d) dedicate a percentage of the revenue internally generated
by public service training institutions for research activities;
e) provide physical and other support facilities to encourage
research and establish avenues for disseminating the
findings; and
f) encourage creativity and innovation by introducing
incubation centres and Staff Suggestion Schemes (SSS).
2.5.12 Professional Development
A professional body creates a forum for its members to interact
and deliberate on issues affecting their profession, establish

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minimum standards of behaviour, guiding regulations, ethics,
quality assurance and professional credibility and disciplinary
control criteria.
The government will continually develop its employee’s
professional knowledge and skills and encourage them to join
relevant professional bodies. The government will establish
mechanisms for supporting employees especially where the
career guidelines require them to be registered by a
professional body. Individual employees shall be expected to
take initiatives for their professional development.
2.5.13 HRD Data, Records and Information
The public service shall promote accessibility to information
held in any public office or by any public officer as a
constitutional right to the citizens of Kenya. To promote
transparency and accountability for administrative actions and
decisions, it is imperative that all HRD activities are
documented, updated and the records properly stored and
managed for the purpose of providing timely and accurate
information, as and when required.
To keep abreast with technological advancement and
information explosion, the government shall build the capacity
of public servants in the use of Information Communication and
Technology (ICT) and electronic records management.
Ministries/state departments and other government agencies
shall develop and maintain records, data and information on
HRD programmes and activities as independent records or part
of the Government Human Resource Information System
(GHRIS) and ensure that the same is shared with the relevant
key stakeholders.
2.5.14 Skills Inventory
Vision 2030 lays emphasis on the need to develop, update and
maintain a comprehensive skills inventory that would indicate
the distribution of well-trained human resource and as a tool for
planning the country’s future training programmes. Therefore,

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accurate data is necessary for strengthening the management
and development of HR in the public service.
Ministries/state departments and other public service
organizations shall develop, update, analyze and maintain the
skills inventories for all their staff as part of GHRIS and share
with key stakeholders. The analysis will establish the type and
level of skills available, existing skills gaps and recommend
appropriate interventions. Electronic data shall be submitted to
the Ministry responsible for public service for consolidation and
submission to the Public Service Commission.
2.5.15 Staff Development
The government commits to develop its employees’ potential
and encourage them to train and upgrade their knowledge,
skills, attitudes and competencies for performance
improvement, effective service delivery and career progression.
Therefore, all public servants will be eligible to at least five (5)
days of training in each financial year.
All officers in the managerial cadre and top level management
shall be expected to undertake training in policy formulation
and implementation, project management and effective
leadership, among others.
The Government encourages public servants to undertake self–
development programmes. An employee who undertakes self–
development programme at own time and cost will be eligible
for reimbursement of fifty percent (50%) of the cost of tuition
and examination upon successful completion on condition that,
the:
a) course pursued is relevant to the officer’s career
progression guidelines;
b) course had been recommended by the respective MHRMAC
and approved by the Cabinet Secretary;
c) course is not an undergraduate degree;
d) officer had not been sponsored for a similar course before;
and

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e) officer has availed the original certificate for the course
and a training report.
The Government has established a Training Revolving Fund
from which public servants can borrow funds for training, at
subsidized interest rates, based on guidelines issued from time
to time. An officer who borrows from this Fund for self-
development will not be eligible for reimbursement of the cost
of tuition and examinations as provided for in this Policy.
However, candidates who pass examinations administered by
the Public Service Commission will be refunded the full amount
of the prescribed examination fee by their respective
Accounting Officers.
The respective Cabinet Secretary will ensure that appropriate
training opportunities and facilities are provided to assist
serving officers acquire the necessary
qualification/specialization/experience to progress within their
careers and enhance performance.
2.5.16 Capacity Building for institutional development
Capacity building is concerned with the provision of adequate
intellectual capability, physical facilities and a supportive work
environment. The government recognizes that quality human
resource capital is a pre-requisite for socio-economic
development. Public servants join the service with different
levels of knowledge, skills, experiences and attitudes obtained
from diverse backgrounds which require to be upgraded to
enable them cope with emerging developments in their internal
and external environments.
The public service works for and with the society, which should
be empowered to effectively participate in decision making,
policy formulation and implementation of issues that affect their
well-being. Therefore, Ministries/state departments and other
public service organizations and agencies shall be modernized
and strengthened to enable them formulate sound policies;
create flexible and responsive structures, legal frameworks and
effective management systems for effective service delivery.

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2.6 Human Resource Development and Performance
Management
The Constitution and the Vision 2030 have provided for a
systemic approach to performance management, where an all-
inclusive, shared vision, operational and standardized feedback
process demands for results. The Vision recognizes
performance contracting as one of the key strategies to
strengthen public administration and ensure effective service
delivery. Further, it emphasizes on the development of a
globally competitive and adaptive human resource, based on
the principle of life-long learning and education.
Human Resource Development identifies individual and
organizational performance gaps through the appraisal system
and Training Needs Assessment and recommends training and
non-training interventions. It also builds employees capacities
to enable them cascade performance contracting to the lower
levels.
The Ministry responsible for public service in collaboration with
training institutions will, among others, co-ordinate
implementation of training programmes on performance
management systems; public sector transformation and
enhanced public service operational standards.
2.6.1 Policy Statement
The government will support public officers to perform to the
best of their abilities by retraining and redirecting them from
areas with excess supply to those experiencing shortages. All
state and public officers shall be placed on performance
contracts and will be evaluated on a regular basis through the
Performance Appraisal System.
Ministries/state departments, other public service organizations
and agencies shall be expected to equip their employees with
knowledge and skills on undertaking: ISO certification; service
delivery and customer satisfaction surveys; delivery of
customer-centric service; standardization of public service
operations; and other performance management systems.

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 CHAPTER THREE
INSTITUTIONAL FRAMEWORK FOR HUMAN RESOURCE
DEVELOPMENT FUNCTION
Human Resource Development function will be undertaken in
the public service within the following institutional framework:
3.1 Public Service Commission
125. The Public Service Commission (PSC) shall be responsible
for the overall HRD function in the public service. The
Commission shall:
a) develop human resources in the Public Service;
b) ensure that the Public Service is efficient and effective;
c) formulate HRD policies necessary for the achievement of
its mandate;
d) Receive and analyze the Training Impact Assessment
report (TIA); and
e) Monitor the matching of competencies to the job after
training.
3.2 Ministry Responsible for Public Service
Pursuant to the powers conferred by Article 234(5) of the
Constitution, The Public Service Commission has delegated to
the ministry responsible for Public Service the authority to carry
the following HRD functions:
a) plan and coordinate training and capacity building;
b) coordinate Training Needs Assessment and development of
training projections;
c) coordinate course approvals and sponsorship awards;
d) carry out training impact assessment;
e) update the skills inventory; and
f) submit quarterly reports on HRD activities to the Public
Service Commission.

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3.3 State Department Responsible for Finance
The State Department responsible for finance will ensure that
adequate funds for HRD programmes are availed on a timely
basis to ministries, state departments and other public service
organizations and agencies.
3.4 State Departments/other public service
organizations and agencies
The departments be responsible for the following:
a) implement HRD policies, standards, guidelines, rules and
regulations;
b) manage and co-ordinate the training and development
function;
c) update and maintain the skills inventory;
d) develop, update and maintain records of training and
development activities;
e) develop HR development plans to support achievement of
goals and objectives in their strategic plans;
f) carry out Training Impact Assessment; and
g) monitor, evaluate, audit and submit quarterly reports on
HRD programmes to the Public Service Commission.
3.5 Ministerial Human Resource Management Advisory
Committee
To ensure effective Human Resource Management, each
ministry/state department and other public service
organizations and agencies shall constitute and operationalize a
Ministerial Human Resource Management Advisory Committee.
The Committee shall, among others, deliberate and determine
training and development matters in line with the Constitution,
policies and other guidelines issued by the Public Service
Commission; and manage the skills inventory.

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3.6 County Human Resource Advisory Committee
(CHRAC)
To ensure effective Human Resource Management, CHRAC shall
co-ordinate training programmes for officers performing
national government functions at the County level. The
Committee shall, among others, deliberate and determine
training and development matters in line with the Constitution,
policies and other guidelines issued by the Public Service
Commission. CHRAC recommendations shall be submitted to
the respective Cabinet Secretary for approval and
implementation.
3.7 Public Service Training Institutions
The Public service training institutions shall be responsible for:
a) designing, implementing and reviewing training
programmes in collaboration with key stakeholders;
b) establishing, equipping and maintaining
documentation/information, learning and/or resource
centres;
c) quality assurance of the training programmes, materials,
trainers’ qualifications and institutional capacity; and
d) developing and maintaining of infrastructure, in tandem
with local and international standards.

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 CHAPTER FOUR
4.0 FUNDING
4.1 Background
Funding of training activities in the public service is critical for
effective and efficient execution of human resource
development programmes. Most of the HRD programmes have
over time been funded through the exchequer. However,
training programs have also received considerable support from
development partners, other agencies and the private sector.
4.2 Policy Statement
Ministries/state departments and other public service
organizations and agencies shall be responsible for budgeting,
administering, managing, accounting for and ensuring efficient,
effective and economic use of funds allocated for HRD
activities.
4.3 Strategies for Resource Mobilization
To mobilize additional resources the government will:
a) endeavour to raise the training allocation of the recurrent
budget of the state departments from 1% to 2%;
b) allow public service training institutions to retain part of
revenue from their income generating activities to develop
their capacities;
c) undertake proactive measures to identify and mobilize
untapped resources from private sector organizations, non-
governmental organizations (NGOs) and development
partners;
d) enforce prudent management of the allocated financial
resources;
e) enhance the uptake, efficiency and effectiveness of the
Training Revolving Fund (TRF); and
f) protect training funds from budgetary cuts and reallocation.

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 CHAPTER FIVE
5.0 MONITORING, EVALUATION AND REPORTING
5.1 Introduction
Monitoring and Evaluation (M&E) ensures control and provides
information needed for decision-making. Monitoring involves a
continuous tracking of the progress made on training while
evaluation deals with gathering data and information to
establish the value of a training programme and the return on
investment in HRD activities.
Monitoring and Evaluation helps public service organizations to
measure the results against pre-determined objectives, fast
track the implementation and compliance with policies,
strategies, standards, rules and regulations. It also provides
feedback on the relevance, efficiency and effectiveness of
various training programmes.
5.2 Policy Statement
The Government is committed to continually mainstream M&E
systems to ensure control and provide information needed for
improvement and sustainability of training and development
programmes at all levels and the extent to which values and
principles of public service as stipulated in the Constitution,
policies and guidelines on HRD have been complied with. In
addition, the Government will develop capacity of public
servants.
5.3 Monitoring and Evaluation Reporting
Public Service organizations shall continuously carry out M&E
and report quarterly. The reports will, among others, cover the
following:
(i) distribution of training opportunities in terms of gender,
age, cadre/designation, ethnicity, persons with disabilities,
minorities and marginalized groups, and sponsor;
(ii) number and types of group courses organized;
(iii) cost of the training programme(s);
(iv) relevance of the programme(s);

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(v) officers bonded, the cost and the defaulters; and
(vi) officers paying relevant Training Levy.
5.4 Training Impact Assessment (TIA)
Training impact assessment evaluates the effectiveness and
relevance of a training programme in terms of content,
application, adaptability and the behaviour change of the
trainee on the job and in the work environment. This can be
measured by comparing the performance of employees before
and after the various trainings programmes.
Training Impact Assessment shall be entrenched in the public
service as a basis for future decisions on HRD programmes and
shall be undertaken by all MDAs within 3 months following
completion of the training programme. MDAs shall carry out
and submit Training Impact Assessment reports to the Public
Service Commission within three months of undertaking the
TIA.
5.5 Human Resource Development Audit
Human Resource Development Audit serves as a means
through which an organization can measure the management of
its training and capacity building function. The HRD activities
and systems should be regularly reviewed, monitored and
audited to facilitate optimum utilization of employees’ potential
and improved productivity.
The Government will develop norms and standards and
institutionalize mechanisms for auditing human resource
functions in the public service. Human Resource Development
audit shall aim at establishing the extent of compliance with the
Constitution, HRD policies, guidelines, rules and regulations. It
shall also be used for HRD risk mitigation.
5.6 Review of the Policy
The HRD Policy shall be reviewed every five (5) years or as
need arises to take into account emerging issues and
international trends.

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Public Service Commission
P.O. Box 30095, 00100, Nairobi, Kenya
Harambee Avenue, Nairobi, Kenya
Tel.: +254 (020) 2223901-5, 2227471-5
Fax: +254 (020) 2214791
Mobile: +254 724 253 807, +254 735 800 282
Website: www.publicservice.go.ke