BRIDGING THE GENERATIONAL GAP
By Agatha Kibai
The SACCO landscape in Kenya is evolving rapidly. For decades, our SACCOs were built on tradition, paper-based records, and a “wait-your-turn” mentality. However, as we move through 2026, the workforce has shifted—the majority of employees in our offices are now under the age of 35.
At Vast Talents Solutions, we specialize in helping SACCOs attract and develop top talent. The most frequent question I receive from CEOs today is: “Why can’t we retain our young talent?” The answer is simple, but the solution requires courage. The next generation is ready for the future; the real question is: Are our leaders ready for them?
Young workers—Millennials and Gen Z—are not just looking for a paycheck. They want a workplace that listens, leverages technology, and provides clear paths for growth. Here is what SACCO leaders must focus on to keep this new generation engaged and productive.
1. Technology is No Longer Optional
For a young professional, technology is like oxygen. If they join a SACCO and find they must record data by hand or struggle with outdated hardware, they will quickly become frustrated and leave.
To an older leader, “technology” might mean having a website or a mobile app for members. But for a 24-year-old employee, technology is the environment they breathe in. If they have to print forms for a physical signature or toggle between three slow systems just to check a member’s balance, they feel hindered. To them, inefficient technology feels like a lack of respect for their time.
Modern leadership is about more than buying software; it is about creating a “Digital First” culture. This means automating repetitive tasks so your young staff can focus on what they do best: solving problems and building relationships with members.
2. From “Boss” to “Coach”
In the traditional SACCO setup, hierarchy is rigid: the boss gives an order, and the staff follows without question. However, young workers today seek a coach, not a commander. They want to understand the “why” behind their tasks. They need to see how their work contributes to the SACCO’s growth and the community’s well-being.
If you lead through fear or a “because I said so” attitude, you will lose your best people to fintech companies or banks that offer more open cultures. The leader who listens, provides regular feedback, and asks, “I don’t know, what do you think?” is the leader who will win the loyalty of the next generation.
3. Flexibility Matters
A decade ago, a “good job” was defined by a steady salary and a pension. Today, young workers value their time as much as their income.
The traditional 8-to-5 desk job is becoming a thing of the past. The next-gen workforce cares deeply about work-life balance—not because they are lazy, but because they want to remain productive without burning out. Many are accustomed to working efficiently from anywhere. While some roles require physical presence, leaders should ask:
- “Can my team work remotely one day a week?”
- “Are we measuring hours spent at a desk, or the quality of results achieved?”
Trust is the new currency. If you trust your team, they will give you their best work. SACCO leaders who offer flexible hours or hybrid work options will find it much easier to attract top-tier talent.
4. Purpose Over Profits
Young employees want to work for a brand they can champion. They are highly sensitive to ethics and integrity. In an era where news travels instantly on social media, any sign of poor management or lack of transparency can trigger a resignation.
They want to see their SACCO making a tangible impact—whether it is supporting small-scale farmers, empowering young entrepreneurs, or championing environmental sustainability. “Purpose” is what drives them to show up every morning with enthusiasm.
5. Transparency is the New Currency
The next generation is well-informed and socially conscious. If there is a lack of transparency in how a SACCO is governed, they will be the first to notice and the first to leave.
To lead them effectively, you must be open. Share performance data with your team and be honest about the challenges the institution faces. When staff members feel “in the loop,” they develop a sense of ownership. And when employees feel like owners, they protect the SACCO’s reputation as if it were their own.
The Risk of Stagnation
If SACCO leaders refuse to adapt, the “brain drain” will persist. The most brilliant young minds will exit the cooperative sector, taking their skills to your competitors.
However, the alternative is bright. When a SACCO leader chooses to be modern, digital, and supportive, the results are transformative. Young workers bring fresh energy, an understanding of new market trends, and are the best ambassadors to attract younger members to your SACCO.
My Advice to SACCO Boards
In 2026, leadership readiness is not measured by years of service; it is measured by how fast you can learn and how well you can empower those you lead. The younger generation is not a “problem” to be solved—they are the energy that will sustain SACCOs for the next 50 years. To lead them well:
- Listen More:Actively seek the perspectives of your junior staff.
- Update Your Tools:Provide the technology necessary for high-speed work.
- Prioritize Honesty:Value transparency above all else.
- Audit Your Culture:Ensure your office is a place where a 25-year-old feels excited to work.
- Implement Reverse Mentoring:Pair senior leaders with junior staff to exchange knowledge on digital trends.
- Invest in Training:Don’t just focus on technical skills; train your leaders in “people skills” and emotional intelligence.
The SACCOs that thrive will be those that treat their young staff as partners, not just employees. Are you ready to make that shift?
About the Author
Agatha Kibai, CHRP (K), MIHRM, is the Founder of Vast Talent Solutions and a seasoned HR Consultant. She is dedicated to helping SMEs and SACCOs build high-performing teams through strategic talent acquisition and capacity building.
