By Adebola Isimijola, Lagos
Group Managing Director of Zenith Bank Plc, Dame (Dr.) Adaora Umeoji, has urged organisations to redesign their human resource strategies by embracing flexible workforce models, talent cloud initiatives and stronger collaboration with educational institutions to remain resilient amid economic uncertainty, talent scarcity and the evolving future of work.
Umeoji made the call on Monday while delivering the keynote address at the Caleb University Business School HR SPACE 2026, themed “Reimagining HR for Business Resilience and Growth,” where she spoke on “The Strategic Role of HR in Economic Uncertainty, Talent Scarcity and the Future of Work in Nigeria.”
She said the changing nature of work, driven by technological advancement, migration of skilled professionals and the rapid growth of the gig economy, demands that organisations rethink traditional workforce models and adopt strategies that ensure business continuity.
According to her, employers should no longer consider migration as the end of their relationship with valuable employees, but rather retain them through “talent cloud” arrangements that allow professionals to continue contributing remotely from different parts of the world.
“The fact that someone has left Nigeria does not mean you should lose that critical talent. Organisations should begin to consider keeping such professionals within their talent cloud because they still possess the skills and expertise needed to sustain the business,” she said.
She explained that organisations must determine the most suitable workforce model based on the nature of each role, warning against outsourcing or hiring alternative labour simply because it appears cheaper.
According to her, decisions on employment models should consider business continuity, confidentiality, customer impact, safety, regulatory requirements, intellectual property and the cost of failure.
Umeoji noted that the increasing use of blended workforces—comprising permanent employees, contractors, consultants and gig workers—requires a new generation of leaders capable of managing people across different locations, cultures and time zones.
She said HR professionals must move beyond the traditional “hire and fire” approach to become strategic partners responsible for workforce planning, leadership development and organisational resilience.
The Zenith Bank GMD also identified a widening skills gap between graduates and industry expectations, urging employers and universities to strengthen collaboration through internships, corporate academies and practical learning programmes.
“There is always that conversation between the town and the gown. Employers continue to ask whether graduates are fit for purpose. Universities and employers must work together so that students graduate with the competencies organisations require,” she said.
She advised organisations to align workforce planning with their business strategies by identifying critical capabilities, developing internal talent, outsourcing specialised functions where necessary and building succession plans for key positions.
According to her, HR leaders must also strengthen ethical governance in the deployment of artificial intelligence and digital technologies by ensuring transparency, data protection and human oversight in automated decision-making.
Umeoji advocated continuous learning and career development for gig workers, saying organisations that ignore the growth of non-permanent workers risk weakening their long-term resilience.
During the interactive session, she cautioned organisations against attempting to satisfy every demand made by highly sought-after employees, stressing that no employer can afford to meet all expectations.
Instead, she urged HR practitioners to focus on building strong talent pipelines and effective knowledge management systems to ensure smooth succession whenever employees leave.
“No employer can ever give employees everything they want. There comes a point where you have to say goodbye. What is important is ensuring that somebody else is ready to take over when critical talent exits the organisation,” she said.
She dismissed suggestions that employees working remotely through talent cloud arrangements could not be effectively supervised, recalling that organisations successfully managed remote work during the COVID-19 pandemic.
According to her, remote employees should be assessed based on clearly defined targets and measurable outcomes rather than physical presence.
“I’m not bothered about your efforts; I want results. Whether an employee is in Nigeria, Canada or the United Kingdom, what matters is achieving agreed objectives within set timelines,” she stated.
On managing different generations in the workplace, Umeoji advised HR practitioners to embrace diversity and leverage the strengths of employees across age groups through effective personality assessments and inclusive workplace policies.
She also called for greater inclusion of persons living with disabilities and stronger workplace policies that promote diversity, equity and inclusion.
The banker further urged organisations to complement salaries and other financial incentives with non-monetary rewards such as employee recognition, wellness programmes, mental health support, recreational activities and work-life balance initiatives.
“Don’t concentrate only on what goes into employees’ accounts. Begin to look at intrinsic motivation. Wellness programmes, work-life balance and recognition are equally important in sustaining a productive workforce,” she said.
She, however, clarified that the talent cloud model would not be suitable for every profession, noting that industries such as oil and gas and other technical sectors still require the physical presence of workers.
To help organisations adapt to changing workforce realities, Umeoji proposed a 90-day executive action plan, including auditing non-permanent labour, developing alternative workforce policies, training managers to lead blended teams and establishing internal talent marketplaces.
She also urged the Federal Government to modernise labour regulations governing platform work, expand social protection for gig workers and improve data collection on Nigeria’s growing alternative workforce.
Umeoji challenged universities to equip graduates with entrepreneurial, financial management, digital collaboration and other soft skills required for successful portfolio careers.
She said professional bodies, including the Chartered Institute of Personnel Management of Nigeria, would continue supporting efforts to strengthen HR practice across the public and private sectors.
She concluded that Nigeria possesses enormous opportunities to build a globally competitive workforce if government, educational institutions, employers and professional bodies work together to develop skills, strengthen regulation and promote responsible leadership.
“The leaders for this era will think in capability ecosystems. They will choose workforce models deliberately, govern technology ethically and understand that resilience is created through trusted relationships and reliable systems,” she said.
She added that the future of human resource management lies in building workforce ecosystems where flexibility drives productivity, technology supports human judgment and business growth is anchored on decent work, continuous learning and sustainable talent development.
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… reposted this!