She also says leaders should consider shifting jobs when growth stops, whether after months or
years.

Ms Sheilla Kemigisa, the head of human capital at MultiChoice Uganda Limited, has worked in diverse sectors including banking, pharmaceuticals, and entertainment since earning her Bachelor’s degree in Human Resource Management from Makerere University Business School (MUBS).
At MultiChoice Uganda Limited, she ensures exceptional employee service from onboarding to exit, focusing on well-being and holistic growth. Ms Kemigisa shares aspects of her leadership journey.

What inspired you to choose the field of human capital?
After Senior Six, I applied for two courses: Bachelor of Laws at Uganda Christian University (UCU) and Bachelor of Human Resource Management at MUBS. Though I was unsure about HR at first, I chose it because MUBS had an earlier intake than UCU.
Tell us about your leadership journey in your childhood and at the workplace.
My leadership journey began unexpectedly in Primary Six when I became assistant head girl at Kyebambe Model Primary School due to my confidence in speaking English. Later, I attended Stella Maris College Nsubbe for O-Level and Bweranyangi Girls Senior Secondary School for A-Level where I actively participated in acting, debating, and writing.
At MUBS, I took on leadership roles, joining the Guild Council and becoming the first female deputy speaker of the Guild Representative Council (GRC) in 2011.
My first job after campus was in Gulu, managing a construction project at a school before securing an HR assistant position at the National Bank of Commerce. I later joined Top Finance Bank (now Salaam Bank) as an HR business partner from 2016 to 2018. I then moved to Abacus Pharm Africa Limited and worked as performance management executive from 2018 to 2020 before joining MultiChoice Uganda Limited as an HR practitioner in February 2022. I have served as the head of human capital for two years.

What challenges did you face in the early years of your career and how did you navigate them over the years?
One of the biggest challenges I faced was being underestimated because of my age. Many people saw me as too young or inexperienced, making it difficult to earn colleagues’ trust. Navigating employee relations was also challenging, especially when balancing business needs with employee well-being.I soon realised the value of mentorship and sought guidance from those with more experience.
Ms Eunice Kanyesigye, an HR professional, mentored me during my time as an HR business partner at Top Finance Bank, offering invaluable support whenever I felt stuck or overwhelmed.

Can you recall a time when you encountered change as a leader, and how you responded to it?
When I was at Abacus Pharma Africa Limited, working as performance management executive, I was transferred to Abacus Tanzania as the acting HR manager in 2019 for six months.
One of my key tasks was to promote internal hiring by creating comprehensive staff profiles that captured employees’ skills, qualifications, and career aspirations. This enriched the HR database, making it easier to identify talent for internal promotions and track professional development.
I held one-on-one meetings, visited branches across the country, and maintained open communication to explain the benefits and gather feedback. This approach helped me successfully implement the changes within that period. I also adapted to Tanzanian culture and employment laws, including amendments like breastfeeding hours, while learning Kiswahili and building relationships with colleagues.

What are some of the achievements you are proud of in your role as HR in places you have worked in?
During my six-month stint at Abacus Pharma Tanzania, one of my major achievements was enrolling staff on the National Health Insurance Fund. This involved visiting offices, collecting information, and submitting it to the head office in Uganda for approval. The initiative is still operational.
I also proposed and initiated the construction of a modern cafeteria to enhance staff well-being. Additionally, I successfully recruited a permanent HR professional to take over after my tenure.

Do you still take fellowships and trainings in this role, or do you eventually stop learning?
Even with the years I have spent in HR, I do not consider myself to have “arrived.” I am still actively learning and growing. My philosophy is that my cup is always half full; I am always seeking new knowledge, never assuming I know it all, because I believe there is always someone who can do things better or more efficiently than I can. I am participating in the “Journey to the Boardroom” programme, which has taught me a lot about intentionality, corporate governance, and readiness. I am also an associate of the Chartered Institute of Personnel and Development (CIPD), a UK-based professional certification in HR equivalent to a postgraduate qualification.
While these programmes require sacrifices, such as cutting back on some social activities, I know it is a worthwhile investment in my personal and professional growth.

What advice would you give to a young woman who wants to join the HR profession? When should they know it is the right time to shift to a new job?
I would advise them to seek mentorship and learn from those who have walked the path before. Always be open to growth and new challenges. Building strong relationships with mentors will provide valuable guidance and support, especially when you are starting out. Patience, a willingness to learn, and emotional intelligence are key. Be prepared to handle diverse personalities with professionalism and resilience. Focus on gaining experience and learning rather than expecting quick results. You should consider shifting jobs when growth stops, whether after months or years, having made the most of your time in the role.

What strategies should women leaders employ to challenge barriers when rising to the top in the HR profession?
They should focus on building confidence, expanding their networks, and staying updated through continuous learning. They should advocate for themselves and others, remain resilient, and be adaptable. I have learnt that sometimes we can be our own barriers. Women often strive for perfection, believing success only comes when everything is flawlessly aligned. However, success is often about taking action, not perfection. Self-awareness is crucial. Assess your strengths and weaknesses, and take deliberate steps to enhance your skills while addressing your gaps.

What support have you given women aspiring to be leaders or those already leaders at your workplace or beyond?
I have mentored young women, particularly in finance, both at my workplace and beyond. Currently, I mentor three women in finance, having taken online courses to improve my skills in this area. I encourage them to view finances as manageable and to enjoy the process of learning and growing in the field. I also advise people to recognise the strengths of those around them to know who to approach for specific support.

Who are your role models and why?
The late Martha Munnu, former human resource manager at Kakira Sugar Limited, was one of my most influential role models. She taught me that if your boss has to ask you for something, you have already failed. Instead, you should anticipate their needs and provide everything required without being asked. This philosophy has shaped my proactive approach to work.
Ms Catherine Njonjo, chief human resource officer at Lato Milk, is another role model. I admire her strong understanding of finances and how she seamlessly balances her roles as both an HR and finance professional. Her expertise in these areas is something I strive to emulate.
My guardian mother, Ms Mary Kamuli Kutesa, has also been a significant influence. One of the most valuable lessons I have learnt from her is to “do something once and do it well”. She believes in giving your best effort from the start to avoid unnecessary rework. Ms Janet Navvuga, the founder of “Journey to the Boardroom”, also inspires me. Her intentionality and goal-setting ability are remarkable.

How do you deal with women at the workplace who are not meeting job expectations?
I prioritise coaching and feedback. If the issue persists, I follow the organisation’s performance management procedures.
Additionally, we have identified mentors for younger employees at various levels to help them open up and address concerns.

ON A LIGHTER NOTE…
What was your first car?
It was a Vitz

What do you cook best?
I bake very good bread.

Would you stay in or go out?
It depends. Sometimes I prefer
staying in if I am tired, but generally, I would rather go out.

Would you rather take an elevator or use stairs?
I am a fitness enthusiast, so I would definitely take the stairs.