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Milton Owor
HEAD OF HUMAN RESOURCES AND ADMINISTRATION
Milton Owor
HEAD OF HUMAN RESOURCES AND ADMINISTRATION
At the Fund, we recognise that our staff are the engine of our success and sustainable growth. We focus on creating an enabling environment where staff are fully engaged, respected, and are enabled to consistently perform to their best ability. This is supported by appropriate development interventions and an equitable, competitive reward system, to drive intrinsic satisfaction and engagement. In this way, our staff consistently volunteer their discretionary energy and commitment to deliver Fund strategy and social responsibility interventions, to their best ability.
At the Fund, we recognise that our staff are the engine of our success and sustainable growth. We focus on creating an enabling environment where staff are fully engaged, respected, and are enabled to consistently perform to their best ability. This is supported by appropriate development interventions and an equitable, competitive reward system, to drive intrinsic satisfaction and engagement. In this way, our staff consistently volunteer their discretionary energy and commitment to deliver Fund strategy and social responsibility interventions, to their best ability.
In the past year, we continued to work under exceptional, unprecedented circumstances, mainly driven by the Covid-19 pandemic and changes in our business environment. This drastically changed the way we work, and even the very concept of work itself. A large number of our staff continued to work from home for extended periods. While leveraging the benefits of this new flexi work approach, we also dealt with the challenges it presents, including personal effectiveness challenges, and work-life balance concerns, all of which resulted in heightened stress for staff. Leaders at the Fund have had to adapt their leadership style, so that they remain fully present and proactively supportive of their teams, even when they work remotely.
In the past year, we continued to work under exceptional, unprecedented circumstances, mainly driven by the Covid-19 pandemic and changes in our business environment. This drastically changed the way we work, and even the very concept of work itself. A large number of our staff continued to work from home for extended periods. While leveraging the benefits of this new flexi work approach, we also dealt with the challenges it presents, including personal effectiveness challenges, and work-life balance concerns, all of which resulted in heightened stress for staff. Leaders at the Fund have had to adapt their leadership style, so that they remain fully present and proactively supportive of their teams, even when they work remotely.
In driving high performance, we continue to leverage our reward framework to ensure we remain market competitive. We maintain the right balance between guaranteed and flexible pay, so staff and teams that perform strongly are accordingly rewarded. We continue to invest more in variable pay to enable us to drive performance more directly. We have also introduced more agility in our performance management so that staff working in high-impact project teams can be recognised and rewarded accordingly.
In driving high performance, we continue to leverage our reward framework to ensure we remain market competitive. We maintain the right balance between guaranteed and flexible pay, so staff and teams that perform strongly are accordingly rewarded. We continue to invest more in variable pay to enable us to drive performance more directly. We have also introduced more agility in our performance management so that staff working in high-impact project teams can be recognised and rewarded accordingly.
Due to the changes in our business environment, driven by the NSSF Amendment Act 2022, investment in technology, and a new work culture underpinned by innovation, we are implementing a new, agile organisation structure that enables us to remain nimble and well positioned to maximise the new business opportunities before us.
Our focus will be on embedding the new organisational structure (and the related change management), re-skilling and re-deployment, DEI (Diversity, Equity and Inclusion), introducing an agile performance management system and commissioning a new HR system.
Due to the changes in our business environment, driven by the NSSF Amendment Act 2022, investment in technology, and a new work culture underpinned by innovation, we are implementing a new, agile organisation structure that enables us to remain nimble and well positioned to maximise the new business opportunities before us.
Our focus will be on embedding the new organisational structure (and the related change management), re-skilling and re-deployment, DEI (Diversity, Equity and Inclusion), introducing an agile performance management system and commissioning a new HR system.