I have 28 years of HR practitioner and professional experience. During the latter 13 of those years, I have worked on several assignments as a remuneration consultant and as an HR / OD consultant. I have offered advisory services and been involved in the construction of compensation and benefits structures and implementation of salary surveys on an annual basis. In the same period I have also offered advisory services in organization development, training and implementation of new institutional structures including mergers and restructuring.
Designed and executed compensation structuring consultancies including compensation policy development for Uganda Christian University, Makerere University, Kulika Uganda, Newplan Uganda Ltd, Uganda Energy and Credit Capitalization Company, Straight Talk Uganda and Uganda Air Cargo Ltd, Bujagali Energy and Mildmay Uganda, and Kilimo Trust. I am highly skilled at managing external salary surveys, analysis of salary data and reporting of market trends. I am skilled at Job Evaluation, Job Grading and pay scales construction.
I also worked in Rwanda on remuneration and rewards structuring for the Development Bank of Rwanda, working with and liaising with PWC Rwanda who were the approved external professional firm by the Bank to complete the analysis of the salary market data and make recommendations to pay and job grading in keeping with the Bank’s principles of external and internal equity of pay. (2015 – 2017).
I worked as part of a Presidential Task Force led by Professor Francis Omaswa, on the Compensation Sub-Team to strengthen and reposition the national university, Makerere University. The Task Force focussed on strengthening governance, management and compensation structures. I visited and carried out salary and benefits comparison studies with Duke University, NC, USA and the University of Ghana, Legon. I analysed over 300 different jobs in my brief, carried out a job evaluation where the compensation sub-team developed our own customized job evaluation model. As the remuneration specialist on this team, I made contributions to organization restructuring, salary structuring and job grading in Makerere University. (2011 & 2012).
Provided technical advisory to the Uganda Christian University to streamline and redesign the university’s organization structure, management and compensation structure entailing job analysis and evaluation leading to a new job grading system and new salary grading system. (2010 – 2011).
Supporting the Leadership Team of BEL in Jinja and providing change management expertise, I have implemented the change management plan to transition the 2 companies that were operating the hydro power plant into one company. GPG a Spanish company who was responsible for operations and maintenance and BEL who was responsible for the plant management transitioned and merged into a single company.
From Oct 2021 I have provided HR management and planning expertise, resource planning and job evaluations; compensation management and organization development expertise resulting in a smooth staff deployment process, alignment of the HR behind the new vision and strategy, stabilization of the work environment and streamlining the pay and benefits structures as we as the HR policy framework so that staff from both companies are equitably compensated and fairly treated.
Contracted to re-design people policies to re-position Kilimo Trust an agri-business institution, as an organization that is poised to survive in the new VUCA environment brought about by the COVID-19 global pandemic. Work also included executive recruitment, selection and appointment of the Director Finance and Admin for the Trust.
In line with changed business priorities, I provided expertise to the Management Team and Board of Newplan Group Ltd to review and refine the organization structure, to design and deliver the talent assessment project to identify the right talent in readiness for business expansion into the Oil and Gas sector expected within a year.
I provided technical advisory on change management and organization development. With USAID I gave support to several CSOs carrying out organization capacity assessments and designing the road map for capacity building. With DfID I gave support to 5 institutions under organization development / transformation in my portfolio; namely, the Directorate of Civil Litigation, Public Service Commission, Judicial Service Commission, the Inspectorate of Government, and the Public Procurement & Disposal of Assets Authority. I worked as part of a team of several technical advisors in different fields of expertise to lay the foundations for culture change and design strategies to build / strengthen institutional capacity to respond correctly to corruption in Uganda.
My role was stakeholder management, design and delivery of the change strategy, approach and model to create alignment between programme objectives and the counterparts’ priorities. In both roles I assessed, analyzed, gathered data, and designed appropriate interventions and activities to bridge the gap in understanding and adaptation. I facilitated discussions between the advisors implementing the technical aspects of the programme and the affected counterpart staff and sometimes had to explain the mindsets of the public servants to the technical advisors.
I built a network of stakeholders that are actively supportive of institutional transformation. Additionally, I have been successful at using lessons learnt from other institutions under transformation with the institutions under my charge, causing distillation of knowledge and action plans to address current institutional challenges.
I co-designed a framework of results to guide the lessons uptake process. It was used to establish the baselines on 5 lesson themes for the institutions under transformation, quite similar to the OCA Tool.
I liaised with the Board and Shareholders, and later with the Senior Management to develop a strategy to lift the business to higher levels of performance. I conducted a thorough organization review of the freight business located in Mombasa using standard tools of organization analysis (McKinsey 7S’ Model) and a framework I developed for assessment of the robustness of the management systems in the company.
I also performed a deep business skills audit and did a gap analysis. I made positive contributions to the Board and CEO and was able to gain acceptance for the strategies proposed for organizational enhancement which led to a significant change in the strategic direction of the company and deepened professionalism in the HR that led to overall better performance of UCHL.
I am experienced in managing and delivering assignments in organization development. Prior to SUGAR I worked the Development Bank of Rwanda (BRD 2015 – 2018) for on organization restructuring, re-staffing and other institution-wide change processes at macro level like HR policy review and formulation.
I also handled micro level process changes like the in-house HR MIS changes and strengthening, the introduction of the Balanced Scorecard system to enhance performance management and the Young Professionals Programme at the East African Development Bank.
I spearheaded several changes in the Bank which necessitated drawing upon change management principles and tools; including detailed change management strategies, stakeholder management plans, change communication strategies, employee resilience assessments, redundancy plans and defining of road maps from current position to desired position with varying degrees of depth in the use of change management techniques.
I have experience as a consultant in the implementation of organization reviews, leading managed change processes, facilitating incremental organization transformation exercises using organization development and change management principles at Fresh Handling Limited Uganda 2017 – 2018), WaterAid Uganda (2017), Newplan Uganda (2011 – to date), Kulika Uganda (2012), Compassion International Uganda (2013) and Vivo Energy Uganda (2014). In these OD processes, I evaluated organization structure, assessed employee competencies and completed organization level competence profiles; re-designed structures and reporting lines; focussed on the people side of change; analysed jobs, evaluated the worth of jobs, graded jobs and revised HR policies and facilitated capacity building during change processes.
Over the last 10 years I have re-drafted and rationalized several human resource policies for FIDA Uganda (an association of women lawyers), LASPNET Uganda (an NGO providing legal aid), East African Development Bank, Cairo Bank, Kulika Uganda (an NGO providing agricultural support to poor farmers), Mengo Hospital, the Development Bank of Rwanda, Newplan Consulting Uganda and Kilimo Trust (a regional NGO in agri-business services) recommending policy changes to enhance institutional capacity and meet critical strategic goals.
I advised on and redesigned performance management systems, using the Balanced Scorecard and other traditional systems, introduced compensation management systems, robust recruitment management processes supported by job evaluation / analysis techniques and accurate job descriptions – Bujagali Energy Ltd, Newplan Group Ltd, Unifreight Cargo Handling Ltd, EADB, and BRD.
Worked with Shell Petroleum Uganda as HR Manager and went through a Shell customized change management training to become a change specialist, facilitator and trainer. As a result, I led 2 major successful change projects in Shell which culminated into my promotion to the Shell Africa Talent Management team in 2006.
I managed the HR side of the divestiture projects to pull out of Shell Rwanda and Shell Djibouti. I achieved acceptance and commitment from all the stakeholders to the change processes which was the main reason for success. (Later in 2014, I was called upon to provide expertise in the take-over of Shell Uganda by Vivo Energy as an independent consultant to draw up a strategy to move people seamlessly from the Shell system to the new company’s way of doing things, retaining at least 90% to 95% of the employees).
Before I undertook any formal change management training, I had already been involved in and had managed two major corporate change initiatives. In 2000 I managed the people side of change in the transition of the now defunct Alliance Air to Africa One Airline (also defunct). It was a change project of continental proportions due to the fact that the airline was a joint venture between 3 African states, Uganda, Tanzania and South Africa.
As head of HR I was responsible for managing the transition, focusing on individual employee preparation, communication and cross-border employee issues (retirement benefits and repatriation). In 2002 I was given a similar role to lead staff through the closure process of the new Africa One Airline; to manage and overcome resistance to change that came exactly a year after startup, with the challenges of navigating an environment of complete mistrust, managing different nationalities; Nigerians, Tanzanians and Ugandans.
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