People management in the public sector: best practice case study, NSSF UGANDA.

1. People management in the public sector: best practice case study, NSSF UGANDA. JOSEPH AJAL

2. A BRIEF BACKGROUND OF THE FUND • Established in 1967 under the Ministry responsible for Social Security. • In 1985 a new act was passed, the NSSF ACT, Act 8, 1985. This established the fund as a corporate body. It also theoretically established it as an autonomous body, with a board of directors THE FUND BUSINESS The National Social Security Fund (NSSF) is a scheme mandated by the Government through the National Social Security Fund Act, Cap 222 to provide social security services to employees in Uganda. It is a scheme instituted for the protection of employees against the uncertainties of social and economic life.

3. Investment Portfolio Sept 2017 NSSF collects 5% contribution by member. 10% by employer. Average monthly contribution is now ugx 77 bn. NSSF Invests prudently Members: Active 800k. Total 1.8m. NSSF Part of earnings used for Overheads; UGX 6.5bn: 3.2bn payroll. 3.3bn-others. 12% Operational costs to Total costs. 13% cost income ratio Investments Generated Total Revenue, UGX 657 bn in 2017. Members accounts credited with interest. Last year 11.23%

4. FUNDING& COVERAGE COVERAGE: All employees working in the private sector in an organization employing 5 or more staff. NSSF is a fully funded contributory scheme with Contributions from Employers Contributions from Employees Monthly Total (% of wages)

5. Unmatched customer experience making NSSF the Premier brand in Uganda – 95% satisfaction Model of excellence in operational efficiency paying benefits in just 1 day BusinessProcesses Customer Social Security Provider of Choice Employer of choice in Uganda, driven by a culture of excellence – 95% engagement Asset size of UGX 20 Tn. Market maker and Economic driver in East Africa Financial People

6. Human resources philosophy • The NSSF Uganda vision is to make the Fund the social security provider of choice. • Its Human Resource mission is to make the Fund the Employer of Choice. • The Employee Value Proposition is to create a most enabling work environment, with a vibrant, empowering culture, one that maximizes strategic Talent Management, employee growth, and enables our staff to perform at their individual best abilities as well as contribute to the whole team effort.

7. Human resources philosophy • This is reflected in an end to end HR value chain from Talent Sourcing, to staff wellness and welfare, Organisational Development, Organisational Culture and Change Management, staff Learning and Development to Remuneration and Benefits, to Human Resources Business Partnering, which is how HR unlocks its value to the rest of the business by partnering with it to drive performance.

8. TALENT MANAGEMENT PHILOSOPHY • Talent Management. From sourcing for rare skills like Software Developers, Big Data Analysts, Programmers, Miners of Business Intelligence, Actuaries and Chartered Financial Analysts.

9. HUMAN RESOURCES PHILOSOPHY • Organisational Structure. The 70/30 split of staff from front office to back office. • Organisational Culture. Free spirited sense of camaraderie. Recognition and Reward. • Team Building, Clubs, Sports.

10. LEADERSHIP DEVELOPMENT PHILOSOPHY • Devolution of HR to the Line. • Talent Management, Succession Planning and Leadership Development. • The Leadership Excellence Academy (LEA), 2 tiered between the SMLP and the ELP. • 2 new EXCO and 4 new Senior Manager appointments were made in January 2018 as a result of the new skills gained from LEA

11. Links to the nssf leadership excellence academy • http://theugandan.com.ug/62-nssf-staff-graduate-kenyan-programmes/. • - NSSF Uganda Leadership Excellence Academy Graduation • - Leadership Excellence Academy - NSSF Uganda

12. Human resources philosophy • Coaching and Mentoring. The Fund has invested UGX 500 Million or $139,000 on developing leadership at the Fund. • HR Business Partnering • High Performance Organisation. UGX 1.8 Trillion in 2010 to the current UGX 9 Trillion in a space of 7 years. • eLearning. Desire2Learn

13. Awards and recognition • Bronze Medal Winner – Federation of Uganda Employers, Employer of the Year Awards 2017. • Best Workplace Culture Award 2017 – Institute of Work Ethics. • Best New Comer in eLearning in Africa, 2015. • Best L&D Champion Runner Up in 2015. • Organisation with Innovative HR Policies – World HRD Congress. • Outstanding Contribution to the Field of T&D 2017

14. Awards and recognition

15. NSSF is leading the pack and others have noticed: ISSA Winner on innovation African Pension Fund Initiative of the Year - 2015 Balance Scorecard Global Winner of Excellency 2016 Runner’s up on Financial Reporting – Public Sector Superbrands Winner 2014 Outstanding Achievement in Corporate Governance Award Outstanding Achievement in Sustainability Reporting Award

16. In conclusion – our deepest fear – Marianne Williamson: • “Our deepest fear is not that we are inadequate. • Our deepest fear is that we are powerful beyond measure. • It is our light, not our darkness that most frightens us. • We ask ourselves, • ‘Who am I to be brilliant, gorgeous, talented, fabulous?’ • Actually, who are you not to be?

17. our deepest fear – Marianne Williamson: • Your playing small does not serve the world. • There is nothing enlightened about shrinking so that other people won’t feel insecure around you. • We are all meant to shine, as children do. • It’s not just in some of us; it’s in everyone. • And as we let our own light shine, we unconsciously give other people permission to do the same. • As we are liberated from our own fear, our presence automatically liberates others.”

18. QUESTION AND ANSWER SESSION