Against the backdrop of the migration of Nigerian professionals, commonly regarded as ‘japa syndrome’ to developed countries of the world, a human resource expert, Hilda Kabushenga, CEO, The African Talent Company, has said though the factors are beyond organisations, managing talents within the context of new work realities would check the trend. Kabushenga who made this assertion in her presentation titled “ ‘Finding skilled labour in the japa era’ at the Ecobank Nigeria’s MySME Growth Series recently, pointed out that people are no longer looking for physical employment contracts, but “psychological contracts of experience”, adding that employers that want to hold on to their staff will have to embrace the “future of work”.

The MySME Growth Series is an innovative training program of Ecobank Nigeria targeted at empowering SME operators in the country. Under this initiative, the Bank aims to train over one million SME operators across the country in 2024.

According to her, organisations should initiate staff retention from the recruitment stage by having candidate pipeline for critical departments and have an honest conversation about long term career plans during the interview process. “If possible, hire an ‘heir and a spare’ – somebody to shadow critical talent and learn the ropes from them.” “Stay engaged between when the offer is made and when talent is to resume – a lot can happen in a very short period. Focus on gaining buy in to your company vision during onboarding and lay out a clear path for growth and development internally.” She stated.

Ms Kabushenga further urged organisations to set up better reward systems such as profit sharing, and milestone bonuses to entice employees and increase overall job satisfaction; incorporate flexible work modes; create a sense of belonging; prioritise initiatives like open communication and foster connections between the leadership team and the workforce.

To manage strategic staff effectively, she opined that firms deepen their talent bench by “building not buying” personnels, tailor learning and development initiatives that are a win win, have a solid succession planning system, be open to negotiations and maintain an enduring relationship.

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