1. What does the “Japa” phenomenon mean in Nigeria’s workforce?
see all the answers below
2. Why are Southern Nigerians more likely to relocate abroad compared to Northern Nigerians?
3. What impact does the talent drain from Southern Nigeria have on federal institutions?
4. How can organisations in Nigeria retain diverse talent across regions?
5. What can Southern professionals do to support regional equity in Nigeria’s workforce?
The Story Behind My Response: A Concerned Professional’s Eye-Opening Observation
I recently received a message in a WhatsApp group shared by a Southern colleague who works at a high-profile federal government parastatal in Nigeria. The message sparked a wave of thoughts and emotions as he shared his concerns about an unsettling trend. Employed in 2013 alongside 99 others from the North and South, they have all climbed the career ladder with three promotions and anticipated another soon. However, a noticeable pattern had emerged over time: while 25 of his Southern colleagues had resigned and relocated abroad, not a single Northerner had left.
His concern was not just about the mass exodus but also about its implications for his organisation’s future leadership. On his recent visit to NNPCL headquarters, he observed that 99% of top management staff were Northerners. He couldn’t help but wonder whether this trend would marginalise Southern representation in leadership positions.
As a Careers Coach, this message struck a chord with me, prompting me to respond and expand the conversation to a broader audience. Below is my response, enhanced with practical examples, tips, and strategies for organisations and individuals alike.
What does the “Japa” phenomenon mean in Nigeria’s workforce?
The “Japa” phenomenon refers to the mass exodus of skilled professionals, particularly from Southern Nigeria, to other countries in search of better job opportunities, stability, and quality of life. Economic challenges, limited growth prospects, and security concerns often drive this trend, creating talent gaps in federal institutions.
Understanding the “Japa” Phenomenon: Why Are Southerners Relocating Abroad?
The term “japa” has become synonymous with relocating abroad, often driven by a desire for a better life, stability, and career prospects. For Southern Nigerians, factors like economic uncertainty, security concerns, and limited growth opportunities often make leaving a more attractive option. The challenges facing the country’s economy, high inflation rates, and dwindling infrastructure can push people to seek alternatives abroad.
However, the choice to leave comes with significant implications. While securing a life abroad may promise immediate improvements in quality of life, it can also create a void in leadership and representation back home. As more Southern professionals leave, the opportunities for balanced regional representation in federal institutions diminish. This trend could perpetuate disparities in leadership roles, leading to a concentration of power in certain regions, as observed in the colleague’s story. This could potentially lead to a brain drain in the Southern region, depriving it of valuable talent and hindering its development.
Why are Southern Nigerians more likely to relocate abroad compared to Northern Nigerians?
Southern Nigerians tend to relocate abroad more often due to factors like economic instability, security concerns, and limited career advancement opportunities in federal institutions. These challenges lead to dissatisfaction, pushing many to seek better prospects abroad, while Northerners, facing different regional dynamics, tend to stay.
The Impact of the Talent Drain on Nigeria’s Federal Institutions
The talent drain from the South is more than just a loss of individual expertise—it represents a broader systemic issue that could affect organisational growth, policy direction, and regional equity. When Southern professionals leave en masse, institutions risk losing the diversity of thought and cultural balance essential for decision-making. This can skew the development of policies meant to cater to the entire nation’s interests.
The colleague’s observation that NNPCL’s top management staff is predominantly Northern highlights an outcome where unchecked trends could lead to a lack of representation for Southern interests in federal institutions. It raises a question: If Southern professionals continue to leave at the current rate, what will be the long-term consequences for regional diversity in leadership?
8 Powerful Lessons on Retaining Talent in Nigeria and Addressing Regional Imbalances
1. Create an Inclusive Workplace Culture
Building an inclusive culture is essential for retaining diverse talent. Southern employees need to feel valued and represented at all levels of the organisation. Providing opportunities for professional growth, mentoring, and leadership development can make employees from all regions feel part of the bigger picture. For instance, organisations could establish mentorship programmes pairing senior staff with younger employees across regions to bridge the gap and foster unity. Additionally, creating diversity and inclusion committees and implementing policies that ensure equal opportunities for all employees, regardless of their region, can further strengthen the inclusive culture.
2. Address Job Satisfaction Beyond Salaries
While competitive remuneration is essential, job satisfaction often extends beyond financial incentives. Southern professionals may be influenced by factors such as a supportive work environment, recognition, and opportunities for career progression. Introducing flexible work policies, offering professional development courses, and recognising outstanding performance can keep employees engaged and invested in their roles.
3. Recognise the Role of Security Concerns
Security remains a significant factor driving the “japa” trend. Southern Nigerians may be more inclined to leave due to safety concerns, especially in states where crime rates or conflict are higher. Companies can help alleviate these concerns by providing robust security measures for staff, particularly those working in high-risk areas, and establishing remote work policies where possible.
What impact does the talent drain from Southern Nigeria have on federal institutions?
The talent drain from Southern Nigeria can result in a lack of regional representation in leadership positions within federal institutions. As Southern professionals leave, institutions may lose valuable perspectives, leading to leadership imbalances that could skew decision-making and policy direction.
4. Implement Policies for Talent Retention and Exit Management
Conducting exit interviews and gathering feedback can provide valuable insights into why Southern employees are leaving. Understanding these reasons can guide the development of retention policies that address specific concerns. Organisations should establish initiatives focusing on career growth within the country, such as overseas training opportunities followed by guaranteed roles upon return.
5. Encourage a Mindset Shift Among Southern Employees
There is a need for a mindset shift that values building the country’s institutions as much as seeking personal gains abroad. Southern professionals should be encouraged to consider the long-term impact of their decisions on future generations. Staying in the system, growing into leadership positions, and mentoring others can help achieve systemic change from within.
6. Offer Regional Incentives and Benefits
Organisations can introduce incentives that cater specifically to regions with high attrition rates. For example, providing housing allowances, relocation support, or region-specific bonuses for Southern employees may help offset the allure of relocating abroad. This approach can foster loyalty while addressing the unique challenges faced by employees in different regions.
How can organisations in Nigeria retain diverse talent across regions?
To retain diverse talent, organisations must create an inclusive workplace culture, offer region-specific incentives, provide growth opportunities, and address security concerns. Additionally, establishing mentorship programs and implementing diversity policies can help keep employees engaged and invested in their roles.
7. Strengthen Support for Whistleblowers and Advocates
Employees who voice concerns or advocate for better conditions should be supported, not discouraged. By creating safe channels for whistleblowing, organisations can address internal issues before they lead to widespread dissatisfaction. It helps build a culture of trust where employees feel empowered to contribute to positive change.
8. Focus on Long-Term Institutional Development
For a brighter future, federal institutions must go beyond short-term strategies and focus on long-term development. Investing in leadership programmes, cross-regional training, and succession planning ensures that the next generation of leaders is well-equipped to represent diverse perspectives.
Examples of Successful Talent Retention and Regional Balance Initiatives
Countries like India and South Africa have faced similar challenges in retaining talent within federal institutions. For instance, India’s “Stay and Serve” programme encourages professionals to commit to public service for a set period in exchange for educational incentives and career development opportunities. South Africa’s public sector has implemented region-specific retention bonuses to address attrition in underrepresented areas. Nigeria can greatly benefit from these approaches, learning from their successes to create programmes tailored to its unique regional dynamics.
What can Southern professionals do to support regional equity in Nigeria’s workforce?
Southern professionals can support regional equity by staying in Nigeria’s workforce, growing into leadership positions, and mentoring younger employees. By building local institutions and advocating for better workplace conditions, they can contribute to long-term systemic change.
Conclusion: The Way Forward for Nigeria’s Workforce
The colleague’s message underscores a crucial issue facing Nigeria’s federal workforce: the urgent need to retain talent across regions and address the factors driving mass resignations. If nothing is done, the future could indeed see a leadership landscape where regional imbalances grow even more pronounced, potentially fuelling feelings of marginalisation and hindering the country’s progress.
For Southern professionals, the choice to “japa” should not come at the expense of long-term regional equity in leadership positions. By focusing on strategies that create supportive, inclusive workplaces and recognising the underlying causes of talent loss, federal institutions can retain diverse talent and build a stronger, more unified Nigeria.
The key lies in creating an environment where staying is just as rewarding as leaving. Only then can we ensure that the best minds remain committed to building the country’s future, regardless of region.
