By Leonard Kamugisha Akida,
KAMPALA
Behind the polished front of every company, institution, or organization stands a Human Resource Manager, often unseen, but bearing the weight of its people, its policies, and its progress.
Human Resource (HR) Managers are not just responsible for recruitment and payrolls. They are the guardians of workplace ethics, employee welfare, and institutional order. Yet, for many of these professionals, especially in poorly managed or abusive environments, the role comes with more than just administrative responsibility. It comes with risk.
“In some places, you’re expected to clean up messes you didn’t create, defend policies you didn’t draft, and protect employees in systems designed to fail them,” says one HR officer who asked to remain anonymous. She works with one of the private universities in Kampala where salaries are often delayed, employee complaints are ignored, and management shows little regard for labour laws.
Such stories are not isolated. Across Uganda, and indeed in many parts of the world HR professionals find themselves navigating a minefield of unethical practices. In organizations with poor structures, lack of accountability, and management that prioritizes profit over people, HR officers are often caught in the crossfire. They’re expected to keep operations smooth, even when staff morale is at an all-time low and trust in leadership is eroding.
A few days ago (on June 18), Noella Zella, an Assistant Human Resource Officer at Ultimate Security Company in Mbuya, Kampala, tragically lost her life when a dismissed guard opened fire on her and Salez Bwampata, an armory officer at the same company, reportedly over unpaid arrears. Both Noella and Bwampata died on the spot. The suspected shooter, Richard Mwaawa, was also shot dead by police officers who responded to the scene to contain the situation.
This incident sheds light on the hidden risks HR professionals face in the line of duty often becoming targets in workplace conflicts. The question remains: Who ultimately pays the price?
“The pressures are immense,” says Rose Kabahuma, a human resource professional. “An HR manager must juggle employee advocacy with employer loyalty. In institutions that delay salaries, underpay workers, or violate workers’ rights, the HR becomes both the face of the problem and the one expected to fix it.”
Worse still, the reputational damage can linger. “If you work too long in a dysfunctional system, your own professional image takes a hit,” explains Timothy Opio, HR Consultant. “People start associating you with the very injustices you’re fighting internally.”
Despite these challenges, many HR professionals continue to serve with resilience, hoping for reform and advocating from within. Their role, often overlooked, is central to any organization that claims to value its people.
It is time to recognize that the human in “Human Resources” is not just the workforce, but also those who manage it.
