Investments in ICT respond to the short- and medium-term needs of the institution and are always aligned with its strategic plan. The management establishes a standard system of policies and procedures to evaluate and decide on proposals for investments in ICT infrastructure, to enhance accountability, transparency, predictability, participation and dynamism.

ICT is an indispensable enabler in the administration of social security programmes. It often determines whether services and processes can or cannot be done, within the institution and between the institution and its external partners. For this reason, the board and management must promote an efficient and adequate ICT infrastructure to support programme administration and operations.

The management ensures that the officers and staff are loyal to the institution and its mandate.

The board ensures that the institution’s human resources policies promote decent work conditions which, as defined by the International Labour Organization (ILO), are based on the understanding that work is a source of personal dignity, family stability and peace in the community. This includes providing a work environment that is safe, allows adequate rest and time for family, provides adequate compensation and access to social security protection, and respects the rights of workers regardless of gender, race or creed.

The management purposefully nurtures the leadership capacities of talented staff. It may define a succession plan, based on the principles of transparency and merit, to develop understudies for key positions in the institution.

The board establishes human resources policies that enable the management to identify, develop and retain talented staff who could take on greater responsibilities in the institution. Policies based on the principles of transparency and merit are fundamental to professional fulfilment, staff morale and personal satisfaction. The work environment and institutional culture, more than monetary compensation, draws and keeps skilled and talented people in the institution.

To ensure a competent, dynamic and dedicated workforce, the board establishes policies and programmes that provide for the continual development, upgrading of skills and training of staff.

Performance appraisal is embedded in the institution. The objectives of individual staff members are clearly aligned with the strategic objectives of the institution.

The institution’s human resources policies, rules and regulations are fair, impartial, well defined, documented and widely disseminated to all staff to protect the integrity of the recruitment process, to minimize political considerations and to enhance transparency and predictability. These include a policy of employment equity and protection against harassment.

People – and the talent, experience and capacities that they have – are key to an organization’s performance, resilience and dynamism. The board and management must continually ensure that the institution’s human resources policies are able to attract, develop and retain competent staff, and inspire staff loyalty to the institution. Effectively managing the institution’s human resources – hiring, compensating, retaining, training, mentoring and developing – is key to the successful governance of any organization.