2. 2
Ms Harriet Omoding Director/Human Resources & Administration
Uganda Communications Commission

3. Government
•Inadequate Budgets
•Competing national
priorities
•Political Whirlwind
Operators
• High Operating
Costs
• Competition
• Attrition
Regulators
• Fast changing
Technology
• Dynamic
environment
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4. TOP 5 ICT CHALLENGES
• Political Climate
• Fast changing Technology
• High Operating costs
• Competition
• Talent Mobility
TOP 3 HR CHALLENGES
• Attracting and retaining
talented people
• Improving organisational
capabilities
• Enabling leadership
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5. 5
• What is the effect of HR on the bottom line of an
organisation?
• Is there a significant relationship between compensation
and worker turnover in our organization?
• Does worker training and development enhance retention?
customer satisfaction? repeat sales levels? Organisation
growth?
•What value would you attribute to each worker? How much is
each employee “worth?”

6. 6
•What brings out the “best” in each worker? What makes
them maximally productive and valuable to the organization?
• Is there a significant relationship between compensation
and worker turnover in our organization?
• Does worker training and development enhance retention?
…customer satisfaction? …repeat sales levels?...organisation
growth?
Are all employees alike and thus should be managed similarly,
or should each employee be developed and managed
uniquely?

7. Developing
Human
Capital
Managing
talent
Labor
Shortages
Rising
Compensa
tion costs
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8. A move toward
single software
platforms
Use of
technology in
HR
Evolution of
new
technologies
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Harnessing New Technology

9. Managing
the
Changing
Workforce
Increased
diversity in
the
workforce
Work-life
balance
Increased
vulnerability
of
intellectual
property
Changing
work
patterns –
24/7
availability,
etc.
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10. 10
Manage Compensation Costs
Develop Human Capital
Harness new technologies
Manage the changing work- force
Use of HR Metrics

11. 11
Competitive pressure on increasing employee wages
Performance Management
Pay-for-Performance Programs
Linking pay to organizational goals,
employee productivity, and labor market
norms

12. 12
It is measurable and objective
There are clear expectations
There is commitment to training and support
Flexibility for input
Pay for Performance Works When:

13. Pervading Attitude of Equality
Custom of Cost of Living Approach
Challenge of Performance Measurement
Discomfort with Judging Performance
Weaknesses in Data Collection
Inadequacy of funding Resources

14. 14
1. Managing talent – recruitment, development, and
retention of the best workers
Employers need to find innovative ways to “brand”
themselves, setting them apart from competitors and
becoming an “employer of choice”
New Technologies and applications:-
i. causing pressure to introduce new services and
applications which mean change in systems
and need to train staff to cope.
ii. More computer based processes with less staff.
I.e. remote monitoring, diagnostics etc leading
to change in type of staff required. Shift away
from traditional qualifications

15. 15
1. Managing talent – recruitment, development, and
retention of the best workers
New Technologies and applications:-
i. The need for easily adaptable staff-able to
work in multiple disciplines. E.g.
Understanding IT, marketing and competition.
As talent becomes scarce, development of current
employees for promotional opportunities

16. 2. Labor shortage – finding the right talent
 Statistic: By 2020, gap between available and
required skilled workers is projected to be 14 million
 Use of e-recruiting and non-traditional labor pools
 Establishing selection system geared to retention:
better skills assessment, knowledge, and fit for jobs.
 Continuous review of Job Descriptions.
 Contract vs. Permanent; outsourcing,consultants,etc
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17. 17
1. Use of technology to communicate with
employees and stakeholders as well as learning.
 Company intranets
 E-Learning
 E-Newsletters
 Company emails
 Electronic forums with remote participation.
 Electronic interaction with suppliers

18. 2. A move toward single software platforms
 Integrated HRIS
 PeopleSoft
 SAP
 Oracle
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19.  Specialized applications
 Succession planning
 Applicant tracking
 Job evaluation
 Employee performance evaluation
 Grievance handling
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20. 20
1. Increased diversity in the workforce
Creating workplace that respects and includes differences
Recognizing unique contributions individuals with
differences can make
Creating work environment that maximizes potential of all
employees

21. 2. Work-life balance
 Employees experiencing burnout due to overwork and
increased stress – in nearly all occupations
 Rise in workplace violence, increase in levels of
absenteeism as well as rising workers’ compensation
claims
 Causes range from personal ambition and the pressure of
family obligations to the accelerating pace of technology
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22.  Profit generated per employee (compared to industry
benchmark)
 Salary/wages costs compared to industry median (reflecting
value of corporate reputation/intangibles in labour market)
 Number of talented candidates applying for advertised (and
unadvertised) vacancies
 Time taken to satisfy customer orders, inquiries, complaints
(compared to agreed service standards)
 Incidence of customer complaints caused by employee
behaviour
 Cost/risk due to time lost through injuries, absences, disputes
 Rate/cost of unplanned turnover among good performers
 Net cost of generating organisational improvements
 Percentage of revenue/profits coming from initiatives taken in22

23. Exciting time for HR professionals
More emphasis on cost containment and control
Focus on employee responsibility and
involvement at work
Greater use of technology in communication with
employees
More flexible patterns of work
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24. UCC House
Plot 42-44 Spring Rd Bugolobi
P O Box 7376
Kampala
Email: homoding@ucc.co.ug
Tel: +256-31-2339006
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