HR works best when it starts with the business, its direction, risks and needed capabilities. This approach turns people's strategy, leadership and governance into practical tools that boost performance and growth while maintaining trust.
Paul Rumanda Rugambwa, head of HR at the Infectious Diseases Institute Uganda, reflects on aligning people strategy with business priorities across complex, multi-country organisations.
Across your career in multi-national and healthcare organisations, what has been your approach to aligning HR initiatives with business strategy?
My approach has been to start with the business direction. An in-depth understanding of our SWOT, strategy, operating model, risk profile, and ultimately our growth strategy, as at each point in time, this will be different. In some cases, it has been maximising revenue growth, improving operational or asset efficiency, or generally improving the business's expectations, such as compliance or culture.
Thereafter, I ensure to work with the key stakeholders as HR initiatives are enablers of the objectives. So together with the leadership, board and employees, I work to align these strategic goals into clear capability requirements to ensure initiatives around workforce planning, talent, performance, learning, compensation and succession planning are directly linked to what we are aiming to deliver in the immediate, short term and ultimately the long-term.
I always rely on data and predictive insights to guide decisions on resourcing, rewards, productivity and engagement, while delivering clear ROI to the business. It is important to note that HR’s impact is realised through leaders; therefore, I have always advocated a heavy investment in building leadership capacity at all levels of the organisation, while clarifying the accountability that results and embedding HR practices into the day-to-day management of the business. My philosophy and mantra have been that organisational excellence can only be achieved when both the people's strategy and business strategy are aligned and inseparable, and when the business environment allows people to thrive while excellence is achieved.
How do you balance global HR standards with local realities when leading teams across multiple countries?
I apply my work with a “global or best practice-localised execution” model. And this is because of the nuances in every country or community. Important to note: there are core stands that are seemingly non-negotiable, including ethics, governance, performance expectations, leadership behaviours and risk controls. During implementation, I ensure that cultural norms are observed and that adaptation to in-country labour laws is consistent with market maturity and workforce demographics.
Stakeholder involvement has been central to my strategy, and, therefore, appreciating the dynamics, engagement with local leaders and HR teams early has been key when working with teams across multiple countries. This ensures co-creation, compliance, relevance, and ownership of initiatives while preserving consistency and fairness across the countries. Very importantly, it is essential to appreciate that the teams are equally knowledgeable, if not more knowledgeable than I am, so involvement is critical, as ownership right from the start promotes and drives the adoption of any global HR standard I may be introducing.
What methods have you found effective in building strong leadership pipelines and nurturing talent for future organisational needs?
I always start by clarifying the future capability needs the organisation requires to meet the strategy. With a clear direction for where we are going as a business, I then combine rigorous succession planning, high-potential identification using the 9-Box Matrix, targeted development assignments, mentorship and data-driven talent reviews. Importantly, I also rely on behavioural assessments as one’s habits are a good indicator of their leadership ability. I have relied on tools like Shadowmatch over the years, and the good thing about habits is that we can learn or unlearn. The key is to start by understanding what the role requires. I also ensure coaching for leaders and identified HIPOs is provided, as this is crucial to building a strong leadership pipeline. To sum it up, I ensure leaders are accountable for developing talent, not delegating it to HR. Offering people stretched roles, cross-functional/country exposure, and values-based leadership development has consistently delivered depth and continuity.
When organisations undergo transformation or restructuring, what role should HR play to ensure both operational success and employee engagement?
During any transformation or restructuring, we as HR must bridge the gap between business strategy and human capital while maintaining operational continuity and employee trust. This includes workforce scenario planning, change leadership, transparent & consistent communication, fair restructuring processes and capability re-alignment. At the same time, HR safeguards trust while ensuring dignity, clarity and consistency in every step.
Serving on boards and committees, how do you ensure that HR decisions support governance, risk management, and compliance without slowing down business operations?
I ensure HR governance is proportionate, risk-based and outcome-focused. When policies are clear, DOA matrices are in place, and strong internal controls are implemented, all these allow decisions to move quickly within agreed guardrails. I focus boards on strategic people risks; succession, culture, ethics, regulatory exposure, while enabling management to execute efficiently. Good governance, when well-designed, builds confidence rather than creating bureaucracy.
In your experience, which HR interventions have had the most tangible impact on overall organisational performance and growth?
The HR interventions include: rollout of the HR business partnering model, building leadership and talent pipelines through structured leadership programs, embedding performance management systems linked to business outcomes, and organisational redesign and HR digital transformation. In addition, culture integration and organisational alignment during periods of change have been critical interventions in my experience.
Overall, these interventions have consistently enabled the translation of HR strategy to directly strengthen leadership and supervisory capability, improve operational efficiency, and achieve strategic alignment, with a positive impact on both organisational performance and growth.
