The document summarizes the student's internship experience at the Kenya Revenue Authority (KRA) Human Resources department from April to June 2015. The student learned about ethical workplace conduct, time management, and developing work skills like file organization. Specific activities included registry work, processing medical invoices, assisting with employee resourcing and relations issues, and inputting training programs. The internship helped the student apply classroom knowledge and improve communication and interpersonal skills in a professional environment.

1. SECTION ONE
1.1 Introduction
Attachment:
This is the time whereby a student is temporarily attached to an organization for a given
period of time to gain some experience in real life environment on the work being done in
school set-up. It can also be defined as a structured, credit-bearing work experience in a
professional work setting during which the student applies and acquires knowledge and skills.
It involves the applications of learned skills in an organization related to a students' major.
This report presents a detailed account of what I learnt while I was attached to the Kenya
Revenue Authority, Human Resource department. I commenced my attachment on 7th April,
2015 and was due on 31st June, 2015.
I was located along Haile Selassie Avenue at the Times Tower building, and into the Human
Resources department. The Human Resources department deals with all aspects of the
employees welfare and well-being, like hiring and firing employees, maintenance of
personnel, promotions, among other duties. Unlike other organizations, the KRA Human
Resources(KRA-HR) has several sections such as Records Management, Welfare and
Benefits, Employee Resourcing and other sections which support this organization. This
department is the most crucial component to the Kenya Revenue Authority.
1.2 Preview
The Kenya Revenue Authority(KRA) was established by an Act of Parliament, Chapter 469
of the laws of Kenya, which became effective on 1st July,1995. The Authority is charged with
the responsibility of collecting revenue on behalf of the Government of Kenya as well as
provide service to the general public efficiently and effectively and without discrimination
regardless a persons' financial status, race, religion, sex, handicap, or ethnicity.
1.3 Composition of KRA-HR department
The Authority is a Government agency that runs its operations in the same way as any private
enterprise. In order to offer better single-window services to its taxpayers, KRA divided into
five Regions: Rift Valley Region, Western Region, Southern Region, Northern Region and
the Central Region in Kenya.
The Human Resources department at the Authority(KRA) is placed under Corporate Support
Services(CSS), whereby the Commissioner General(CG) is placed in charge of the
organization as the chief executive officer. The CG is appointed to this post by the President
of the Republic of Kenya.
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2. Under the CG is the Deputy Commissioner, Human Resources(DC-HR), who is in charge of
all issues relating to the Human Resources(HR) department. Under the DC-HR, are two
Chief Managers(CM), one being in charge of management issues, while the other is placed in
charge of service delivery.
Concluding this composition, under the first CM in charge of management issues, there are
four sections: Employee Relations(E-REL), Employee Resourcing(E-RES), Welfare and
Benefits(W&B) and Information Management(IM), which all have managers within all the
mentioned sections. Under the second CM in charge of service delivery, there are three
sections: Pensions(P), Strategy and planning(S&P) and Performance Management(PM).
1.4 Functions of the KRA-HR department
• Ensure effective allocation of scarce resources by effectively enforcing tax policies.
• Eradicate corruption amongst KRA employees by paying salaries sufficient to attract
and retain employees who are competent and honest.
• Manage all information regarding to its employees within the Authority(whether
casual, temporal or pensionable).
• Ensure the wellness and wholeness of its employees: spiritually, emotionally,
physically, financially, and psychologically.
• Responsibility to educate all its employees on organization policy, Employment Act,
Occupational Health and Safety Act, the acceptable code of conduct and other relevant
information relating to the employee within work environment.
• Recruitment, training and placement to appropriate job positions on merit grounds
and not discrimination.
• Address training needs of its employees, through coming up with Annual Training
Calendars(ATCs) and Annual Training Programmes(ATPs) designed to meet KRA
staff needs.
• Improve work performance of its employees in order to enhance efficiency and
productivity at the workplace through salary increments, promotions and transfers.
1.5 Strategic objectives of KRA-HR department
a.)Recruiting, training and maintaining employees based on merits, experience and capability
to enhance productivity of the organization.
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3. b.)To address the training needs of its employees through annual training and continuous
development through ATP's.
c.)To ensure the spiritual, physical, emotional and financial needs of its employees are catered
for since they are human beings and not machines.
d.)Equal distribution of its resources through out the organization towards meeting the
organization's main vision, mission and objective.
e.)To enhance availability of information resources through the utilization of modern
technologies and strategic partnerships(e.g. SMART medical system).
1.6 Organizational structure
An appropriate organization structure has been developed to enhance the management,
leadership and support of this strategic plan. The necessary responsibility and authority
relationship structures have been put down as depicted in the organizational chart
Fig1.1 The organizational structure
c
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COMMISSIONER
GENERAL(CG)
DEPUTY
COMMISSIONER(DC-HR)
CHIEF MGR(CM)-
MANAGEMENT
CHIEF MGR.(CM)-
SERVICE
DELIVERY
E-REL
MGR.
E-RES
MGR.
W&B
MGR.
IM
MGR.
PM
MGR.
S&P
MGR.
PENSIONS
(P) MGR.

4. SECTION TWO
ATTACHMENT EXPERIENCE
2.0 WORK EXPERIENCE
2.1 Introduction
This attachment in the Authority has assisted me to improve my skills and enabled me to put
into practice the knowledge I gained on campus. KRA being a large organization has helped
me to interact with different people from different backgrounds and professions. This has
improved my interpersonal skills especially helping me know how to communicate with
people and how to handle people at a professional capacity. I was able to put into practice the
knowledge and skills I learnt in the course of my study and have in turn gained a lot of skills,
which will be of use in my field of profession.
• Ethical issues at the workplace- e.g. dressing appropriately, appropriate
communication, being vigilant, maintain professional relationship with members of
staff, Code of conduct and relevant Acts of Parliament like the- Employment Act,
2007 and Occupation Safety and Health Act,2007.
• Maintain order and being careful- e.g. opening, updating, management and closing of
files, Input of in-patient and out-patient invoices into system and how to treat delicate
documents.
• Time consciousness- I was expected to be punctual at workplace and given
assignments that came with deadlines to completion of those tasks.
• Hardworking- I gave my all to ensure that all the tasks accorded to me were completed
within the given timeline and was satisfactorily done.
2.2 General Activities
• Tracing files needed by the action officer.
• Receiving of all incoming mails for the DC-HR.
• Repairing and renewing of torn personal and administrative files.
• Opening, updating, managing and closing of personal files.
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5. • Stamping received mail and job applications.
• Retrieval of closed files as requested by action officer.
• Preparing and recording Pay Check Advice(PCA) into the PCA book.
• Input of in-patient and out-patient invoices into the Multi-point Medical Information
System(MMIS).
• Classifying all incoming letters and advising on the files to be used for the same.
• Delivering retrieved files for action to the respective dispatch offices.
• Printing and photocopying of documents.
• Answering telephone calls.
• Sorting and arranging of files that are in the cabinet to prevent wear and tear of
personal and administrative documents.
• Delivering the prepared PCA's to the Finance office for urgent effect of payments.
• Preparation of training materials for corporate retreats under close supervision and
assistance.
• Input, double checking and analysis of Score-sheets for job interviewee's.
• Input and confirmation of academic certification papers for KRA employed staff.
2.3 Specific Activities
2.3.1 Registry
• Opening, updating, managing and closing of files.
• Receiving of all incoming mails directed to the DC-HR.
• Repairing and renewing of torn and administrative files.
• Printing and photocopying of files.
• Stamping of the received mail and job applications.
• Tracing files needed by an action officer.
• Answering of telephone calls.
2.3.2 Welfare and Benefits
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6. • Input of medical in-patient and out-patient invoices for employees into the MMIS
system.
• Delivering prepared PCA's to the Finance department for urgent effect of payment to
employees.
• Sorting and arranging of invoices before transferring it to the MMIS system.
• Receiving and stamping of all incoming medical in-patient and out-patient invoices.
• Recording all PCA's, their voucher numbers and amount to be paid into the PCA book.
2.3.3 Employee Resourcing
• Printing and photocopying of files.
• Tracing files needed by an action officer.
• Retrieval of closed files needed by an action officer.
• Input of employee data into the Employee Resource Planning(ERP) system.
• Preparing of the PCA's for KRA employee's.
• Input, double checking and analysis of Score-sheets for job interviewee's.
2.3.4 Employee Relations
• Studying the legal documentations such as the Employment Act,2007 and
Occupational Safety and Health Act,2007.
• Study of rules and regulations to be followed while at the workplace as displayed in
KRA's Code of Conduct manual.
• Going through legal issues in the past involving former KRA employees, giving their
account of misdemeanour , court ruling and recommendation to those cases.
2.3.5 Human Resource Division(HRD)
• Input of Annual Training Programmes(ATP) and Annual Training Calendar (ATC)
into the employee training system.
• Delivering the response letters for training to various departments giving the course,
date and venue, where the training will take place.
• Preparing training material and tools needed for corporate retreats and team-building
exercises under close supervision and assistance.
• Retrieving Leave Service Orders(LSO) from HRD files needed by action officer.
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7. 2.3.6 Performance Management
• Receiving all performance management contracts, each containing officer and
supervisor's signature.
• Stamping and recording performance management contract into the performance
management book.
2.3.7 Strategy and Planning
Due to the delicate nature of this section, I was taken through the basics of what
actually happens in this section but, was given reading material explaining policies as
regards to this human resource section, as well as the activities this section takes part
in.
2.4 An analysis of learnt knowledge and applied skills
2.4.1 Recruitment and Selection
This activity refers to the process of attracting and picking of candidates for
employment. The human resource department of a larger organization will often have
detailed recruitment and selection policies that need to be followed to the letter by
those responsible for the hiring process.
During my attachment at KRA, I was involved in the recruitment process of new
potential employees(graduate trainees), whereby I was accorded the task of opening
new files carrying the employee's name, employee number, personal details, their
credentials among other documents. From the selection process, I was charged with
the responsibility of data input of credential certificates into a newly installed KRA
system for confirmation by KNEC for authentication of those certificates for short-
listing candidates.
2.4.2 Performance appraisal
This is the process by which a manager or consultant examines and evaluates an
employee's work behaviour by comparing it with preset standards, the results of the
comparison and use of those results to provide feedback to staff showing where
improvements are needed and why.
Performance appraisals are needed to determine who needs what training, and who
will be promoted, demoted, retained, or fired. Within the given period I was at KRA, I
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8. witnessed some appraisals due to their good, or bad behaviour, or poor output of work
through use of score-sheets and performance management contracts.
2.4.3 Reward Management
This activity is concerned with the formulation and implementation of strategies and
policies that aim to reward employees fairly, equitably and consistently in accordance
with value to the organization. It comprises the task of analysis and control of
employee remuneration and all other benefits to be provided to employee by
organization. Reward management aims to create and efficiently operate a reward
structure for an organization. Reward structure usually consists of pay policy and
practices, salary and payroll administration, total reward, minimum wage, executive
pay and team reward.
During my attachment at KRA, I took part in reward management process through use
of Pay Check Advice. I was shown how to prepare PCA's for: officers(grade 3),
managers(grade 4), assistant manager(grade 5), supervisor(grade 6) ,among other
positions, showing employee's name, employee number, department and amount to be
paid to employee. After it is prepared it is submitted to the Finance department from
the Employee Resourcing, HR section.
2.4.4 Training and development
This is defined as the process of planned programs and procedures undertaken for the
improvement of an employee's performance in terms of his or her attitude, skills,
knowledge and behaviour. These training and development programs can significantly
improve the overall performance of the organization.
This is the official and ongoing educational activities within an organization designed
to enhance the fulfilment and performance of employees. Training and development
programs offered by an organization might include a variety of educational techniques
and courses or programs that can be attended on a compulsory or, voluntary basis by
staff.
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9. At KRA, employees of different designations are trained so that they become more
knowledgeable and competent at their duties. Other employees are developed through
mentoring, coaching, delegation and promotions.
2.5 A profile of skills and competencies gained
• Tracing files automatically from software and manually from file tracing
book.
• Receiving, stamping, registering and filing of all incoming mail directed to
DC-HR.
• Classifying all incoming mail and advising on the files to be used for the same.
• Filing documents of all personal files for pensionable, temporary ,and part-
time employees and marking them to an action officer.
• Repairing and renewing of torn personal and administrative files.
• Opening, updating and closing personal files and subject files as requested.
• Retrieval of closed files as requested by the action officer.
• Dispatch of files to various officers.
• Printing and photocopying of documents.
• Preparation of Pay Check Advice for employees hired on a part-time,
contractual and on temporary basis.
• Sorting and arranging of files that are in the cabinet to prevent wear and tear of
personal and administrative documents.
• Data input of in-patient and out-patient invoices into the Multi-point Medical
Information System(MMIS).
• Delivering prepared PCA's to the Finance department for urgent effect of
payment to employees.
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10. • Handling customers and their needs at a professional level at the workplace.
2.6 Observations and critique
• The working environment at the Revenue authority was conducive, in that it is far
away from the road inasmuch the building is placed in the central business district.
• Friendly work environment made it easier for me to consult on assistance on tasks that
needed to be done.
• The completion time period for assignments provided to me by my supervisor's was
fair and realistic, which made it easier for me to perform my duties comfortably and to
the supervisor's satisfaction.
• Employees were willing to impart in me more knowledge in the area of my
specialization to be more effective and efficient at the workplace.
• I was given a chance to perform duties on my own and this helped me to be more
confident in what I was doing.
• The officers were ready to answer any questions I asked. This helped me to have an
understanding on why some duties were are performed in a certain manner.
• The training that I was offered provided me with better opportunity for job
opportunities in the global market.
• The organization helped me to develop my communication and work-based skills
within the period I was attached with them.
• Students on an industrial attachment basis to the organization are not paid but, are
acknowledged to feel part of the organization through organizing lunch for students
and bus fare on occasion.
• I was taught on how to handle and understand different workplace situations,
circumstances and expectations.
2.7 Strategy for Utilization of Contacts
2.7.1 Networking
The various people I have interacted with within the period I was attached at KRA, have
helped me develop and build relationships to enhance my knowledge, expand my sphere of
influence or, standing in community.
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11. 2.7.2 Reference
After my attachment working experience at KRA, I was able to secure a reference for a call
back as well as build my curriculum vitae within the short period I was attached to the
Revenue Authority.
2.7.3 Advice
I was able to gain mentors within the short time I was attached to the Revenue Authority. I
was able to get advice about general life situations and circumstances that may detour me
from my goals and objectives, and how to overcome and improve, if the same situations arose
again.
SECTION THREE
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
3.1 Summary
• It has helped me understand the constraints of working life and functional
relationships within and between organizations.
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12. • It has made me oriented towards the work processes.
• It has allowed me to apply theoretical concepts and school-based skills to
practice.
• It has enhanced my communication skills within and without the work
environment.
• It has developed work attitudes like patience, self-confidence, hard work and
maturity.
• Obtain knowledge of potential careers and develop new areas of interest.
• It has made me forge networks and relationships between the employees, and
employers within the organization.
• It has helped me to cultivate my professionalism, aptitude, attitude and
adaptive skills in real-life situations.
• It has helped me to appreciate the importance of human relationships and work
attitudes.
3.2 Conclusion
The industrial attachment program at KRA as a whole was an exhilarating
experience for me. I was able to put into practice all the knowledge learnt in a
class setup into real work situation. The opportunity given to me has helped
mould me into a better person as well as a better team player. The whole
experience also helped me unlock leadership traits I did not know I had like
patience, self-confidence and hard work.
I would want to recommend KRA management on their unique way of
handling people especially their employees who are all from different
backgrounds, competencies, and status. It is in this way, good leadership and
team work is formed bringing about success and integrity.
They provide expectations to be defined and agreed in terms of roles,
responsibilities, accountability, skills, competence and behaviour. This in turn
develops a high calibre of employees, meeting and exceeding employer's
expectations.
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13. Employees at KRA acquire support and guidance which leads them to be
empowered, motivated and rewarded in the long run. Managers observe their
subordinates closely and do a better job coaching to achieve better operational
results and improve productivity.
3.3 Recommendation
The Kenya Revenue Authority is a governmental organization in nature,
therefore it has a unique way of doing things. It has the right number of
employees who are competent in performing their duties at the right time, scale
and scope, giving their best always.
Their employees have good morale and interpersonal skills, which have helped
me in terms of networking and building new relationships between other
employees and management.
KRA being a governmental organization works differently as compared to
others making it unique. The work ethic exercised in this organization is
exceptional in that KRA hires employees from all over the country giving an
equal chance to all looking for a job.
The human resource department at the Revenue Authority is the backbone of
the organization as its role is to attract, maintain and distribute these
resources(employees) equitably. Therefore, employees are valued and treated
as emotional beings and not machines, each of them having different needs:
emotional, physical, psychological, spiritual and financial needs.
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