The HR role in enforcing online asset, liability declarations

BY SAMUEL JEKELI

The constitution of the Federal Republic of Nigeria 1999 (as amended) mandates every public officer, from the lowest office in the local government to the highest office in the land, to declare their assets and liabilities at specified intervals. This includes upon assumption of office, at the end of every four years, and upon leaving office.

In recent years, this process has shifted from manual submissions to an increasingly digital format, with the Code of Conduct Bureau introducing online asset declaration platforms to improve transparency, efficiency, and accessibility. This development presents a renewed opportunity for human resources departments in public institutions to reinforce the culture of integrity through digital compliance systems.

The human resources function, traditionally focused on recruitment, welfare, training, and performance management, must now take a proactive role in ensuring institutional compliance with this constitutional mandate. HR is uniquely positioned to bridge the gap between legal requirements and day-to-day organisational behaviour, especially in a digital age where compliance tools are more streamlined and traceable. By integrating online asset declaration procedures into the core of HR operations, the public sector can significantly enhance transparency and reduce the risks associated with ethical misconduct.

Many public officers, particularly at the lower and middle levels, may be unaware of the procedural shift to online declaration or unsure of how to use the platform effectively. This gap in knowledge can lead to delays or non-compliance, sometimes inadvertently. Human resources departments must ensure that these gaps are filled through education, training, and institutional support. From onboarding to exit interviews, HR can play a central role in sensitising staff on their asset declaration obligations, how to access the online platform, and the timelines for submission.

A digital system of asset declaration has its benefits—enhanced data management, reduced paperwork, improved accountability, and secure storage—but it also demands digital literacy, which some employees may lack. HR professionals must therefore take up the role of digital enablers, working closely with IT departments and legal officers to train employees on how to use the online portal confidently and correctly. This is particularly important in local government councils, rural agencies, and institutions with limited internet access, where manual declarations had previously been the norm.

HR should also develop internal compliance frameworks to monitor adherence to asset declaration requirements. This may include automated reminders through internal communications systems, confidential tracking of submission confirmations, and escalation procedures where declarations are delayed or omitted. While HR is not expected to access the content of declarations due to confidentiality rules, it can be charged with administrative oversight, ensuring that officers fulfill their obligations as and when due.

The introduction of online declaration does not reduce the seriousness of the mandate—it amplifies it. In a time when public scrutiny of government officials is high, and calls for transparency are louder than ever, every institution must treat asset declaration as more than a formality. HR has a unique opportunity to set a tone of integrity by embedding digital declaration compliance into the performance culture of the organisation. Officers who fail to comply should face administrative consequences, while those who uphold the standard should be acknowledged and encouraged.

The shift to digital platforms also offers opportunities for institutional learning. HR departments can compile anonymous compliance data to assess awareness levels across departments, identify gaps in digital access, and propose targeted interventions. These insights can then guide the development of policies that not only enforce compliance but also support ethical leadership.

Importantly, leadership must set an example. Senior officers, heads of departments, directors, and political appointees must be seen to comply with the online asset declaration process promptly and without resistance. HR can support this by ensuring that declarations are included as part of executive checklists during assumption or transition in office. A culture of integrity cannot flourish where leaders are indifferent to transparency.

In addition, HR should collaborate with the Code of Conduct Bureau to organise joint awareness programs or campaigns across ministries, departments, and agencies. These programs can address frequently asked questions, clarify technical challenges with the online system, and reinforce the link between asset declaration and good governance.

HR must also view the online declaration system not just as a compliance mechanism, but as a vehicle for driving institutional values. Employees must understand that asset declaration is about accountability to the public they serve and that failing to comply erodes public trust. In the age of digital transparency, organisations must build reputations on integrity, and HR must be at the heart of that effort.

In conclusion, as the Nigerian public sector embraces technology for better governance, the human resources function must evolve in tandem. By championing online asset declaration processes and reinforcing a culture of ethical compliance, HR helps to build a public service that is not only efficient but trustworthy. When compliance becomes a habit and integrity a shared value, the nation moves one step closer to the kind of governance its people deserve.

Samuel Jekeli writes from the Centre for Social Justice, Abuja. He can be contacted via [email protected]