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Performance Management
Clear and measurable organisational, departmental, and individual performance targets are set at the beginning of every financial year, so our employees know what is expected of them to focus their energy and efforts on what matters most. Clear rating descriptions provide our employees with an indication of where they stand in their personal performance and growth journey.
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Employee engagement
We conduct an annual employee engagement survey that enable staff to provide feedback and in the last 3 years employee engagement has been increasing.
The employee engagement survey conducted in the FY 2020/2021 had an overall response rate of 81% (2020: 80%) and indicated a 92% employee satisfaction rate compared to 93% the previous financial year.
Our management team is equally assessed through a 360-degree review that enables employees to give feedback to leaders, peers or direct reports. This feedback helps management identify areas of leadership strength as well as areas for development improvement. A number of initiatives took place to engage with employees: -
Employee communication
We strive for a harmonious and productive working environment based on trust and co-operation. Maintaining various channels of communication amongst members of staff is an ingrained part of the NSSF Culture encouraging employees to “speak”. The intranet is the focal point of our communications with daily updates across NSSF in Uganda and in the region.
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Employee retention
Our objective is to foster a culture of excellence within the Fund and talent retention is critical. The organisation rewards employees for long term service and exceptional performance and achievement. NSSF’s successful employee retention is evident from our employees’ length of service. The average tenure of our employees is 8 years with more than 54% of our employees having been with the Fund for more than 5 years.
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Remuneration and benefits
Our remuneration policy rewards employees for their contribution to the organisation, supports our ability to attract and retain talent at all levels of the organisation and drives a high-performance culture. The Fund conducts annual salary surveys that enable it to benchmark with the best in the country. This has enabled the Fund to develop a remuneration policy and reward structure that attracts and retains top talent.
We provide medical insurance cover to all Fund employees and their dependents. In addition, a retirement benefit scheme “Staff Provident Fund” is provided to all non-executive staff as well a “Gratuity Scheme” for the Executive Staff (EXCO).
Value is created and derived through our people
Our employees are key to adding value to our members in making their lives better and are fundamental to the Fund’s overall success. As such, the ability to attract, develop, enable and retain the very best employees in our industry is vital to execute our strategy. We aim to create an exciting and vibrant work environment and we work continuously to provide our people with attractive career paths that will make them experts in their fields.
We pride ourselves In having a High Performance Culture at the Fund
Activities that enable and create value for staff
outputs
beneficial outcomes for all
During the year, specific initiatives were undertaken to engage and support employees, as well as their families during challenging times, promoting good health and wellbeing.
Employee wellness
Employees, whose vital health statistics (including Body Mass Index, Blood Pressure, Blood Sugar and Cholesterol) were discovered to be poor as a result of the baseline survey, were engaged on a one-on- one basis to work on improving their health. The below long term actions have also been implemented to help keep all employees healthy.
Running a step challenge
By encouraging all staff to do a minimum of 5000 steps per day in order keep physically fit.
Healthy diet
Reviewing the meals served to staff in the cafeteria and providing advice on healthy eating habits. A cooking series was also initiated with staff to demonstrate how to prepare healthy meals, encouraging healthy eating at home.
Mental wellness
Providing counselling and support to staff and their families to promote mental health, wellbeing and holistic wellness.
Ubiquity
Remote working was a very significant change to our way of work during the year. The Fund has continued to support employees with all the necessary tools to work effectively from home. We established a hybrid workplace where only 30% of employees are physically in the office, while 70% work from home. Respective heads of departments run rotational schedules to determine who will work from the office or at home. This has provided a flexible work environment and helped us continue working effectively throughout the Covid-19 pandemic.
Connectedness
Several initiatives have been put in place to unite all employees despite remote working practices. In addition, the Managing Director holds quarterly town halls to engage employees. The MD Town Hall has been the main communication medium to engage staff, especially on Covid-19 related issues.
Staff welfare
The Fund management made a conscious decision not to downsize nor review salaries and benefits of its employees.
Special support to Covid-19 affected employees
The Fund caters for Covid-19 tests for all employees. For those who contracted the virus, the Fund made sure these employees received the best treatment possible. Continuous updates from HR, MD and Company Health Advisors kept employees updated and sensitized on how to deal with the pandemic. And lastly, a mass vaccination of employees against Covid-19 was arranged inhouse and more than 200 employees were vaccinated.
During these unprecedented times, the Fund has a deliberate strategy to ensure that staff are able to work remotely
Diversity and Inclusitivity
The Fund has an open attitude to diversity, which is one of the core principles guiding our operations.
A diverse workforce broadens perspectives and enhances resilience and performance. We consider diversity to encompass gender, race, age, disability, experience, religion, values and beliefs.
Our recruitment and selection process is undertaken in a fair and transparent manner in a way that promotes professionalism and equality, with all appointments based on merit.
Our total workforce declined to 561 (2020: 566), mostly due to natural attrition. Total employee turnover decreased to 3.6% from 3.8%. Women make up 45% of our total workforce and comprise 22% of all managers. We are continuously working to increase the representation of women in senior positions across the Fund.
Human Rights and Other Labour Issues
In the Financial Year 2020/2021, no incident of discrimination and violation involving human rights was recorded. In this regard, the Fund has the following policies:
Anti-sexual harassment policy
Anti-discrimination policy
Employee training and development
We develop internal talent to support our succession plans and advance the skillsets of our employees to achieve our strategic priorities. Employee development areas are identified in the performance management process.
Learning has accelerated towards an interactive, self-directed, primarily digital experience that staff can access from anywhere at any time, on any device and at any pace. While the primary objective is for reskilling and upskilling of employees for the new way of work, we also ensure that our employees gain skills and competencies regarding digital transformation, a critical requirement for the future.
Our online learning platform ensures the availability of innovative skills development tools and learning content to all our employees. In addition to training offered on our learning platform, employees are also able to attend specialised global training online. As a way of developing and improving employee skills, the Fund also runs internal secondment programmes where employees are able to learn new skills in different areas. Several other specialised training programmes were conducted during the year that include how to lead remotely, Exco Executive Coaching and a 4D training for Exco planned successors.
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Employee succession planning
The NSSF People Development and Succession Planning Framework reiterates the importance of succession planning and internal promotion. During the FY 2020/2021, a total of 44 employees were promoted to various senior positions in the Fund.
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Health, safety and employee well being
The Fund is committed to providing a healthy and safe working environment for our employees. We do so by complying with all applicable legislation and regulatory and supervisory requirements.
The Fund has established an occupational, health and safety section in the Human Resources Department to enhance employee health and wellness. The section has been pivotal in establishing and maintaining Covid-19 Standard Operating Procedures (SOPs).
We strongly believe a safe and healthy work place is a condition for productivity of employees in order to deliver desired services to valued customers. Our offices are designed to provide a healthy ambiance characterised by a secure and hygienic environment. -
Maternity package
We continue to provide medical insurance, group insurance and travel insurance to our staff members. In addition to the 60 working days maternity leave for all mothers, the Fund introduced a Crèche within our offices breast feeding mothers when they resume work after child birth.
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Wellness programme
The Fund has a wellness and fitness programme to enhance our commitment to our employees’ physical wellbeing and compliment medical insurance benefits. We believe that a healthy lifestyle, including regular exercise translates into increased productivity at the workplace. During the pandemic, the Fund has encouraged employees through their wellness champions to devise innovative ways of exercising in order to stay healthy.