The Chartered Institute of Personnel Management of Nigeria (CIPM) has warned that Nigeria’s ongoing emigration wave—popularly known as the Japa trend—is significantly disrupting human resource (HR) practices and talent retention strategies across the country.
In a newly released report titled “Navigating the Effect of Japa on Nigeria’s Human Resource Environment”, the CIPM outlines how the mass departure of skilled professionals is undermining key pillars of HR management, including recruitment, retention, succession planning, and training.
The report notes that the Japa movement, which accelerated during the COVID-19 pandemic, has become the most pressing challenge for HR leaders. With qualified candidates leaving in large numbers, recruitment efforts have become more difficult and expensive. Companies are struggling to fill mid- and senior-level roles, with many positions remaining vacant for extended periods.
A 2023 survey conducted by Jobberman, and cited in the report, revealed that 63 percent of Nigerian employers are finding it increasingly difficult to fill critical roles due to growing emigration pressures. The resulting financial burden from prolonged vacancies and repeated recruitment cycles is placing HR budgets under serious strain.
Succession planning has also been severely disrupted. Many organisations that had mapped out leadership pipelines are now contending with serious gaps, as promising employees exit before fulfilling their projected career trajectories.
The departure of top and mid-level professionals has weakened institutional memory and diminished the continuity of long-standing programmes. These disruptions are dismantling carefully built leadership structures, leaving HR departments to restart development efforts repeatedly.
Retention has now moved to the centre of HR strategy. According to the CIPM’s HR Practice Needs Report 2025, talent retention is one of the most urgent business priorities for Nigerian organisations this year. In response, many employers are reviewing their compensation structures, introducing flexible work arrangements, and investing in clearer career progression frameworks. These initiatives are designed to discourage staff from seeking opportunities abroad and to strengthen employee loyalty.
Training budgets have also come under pressure as a result of staff turnover. With fewer assurances of employee longevity, organisations are becoming more selective about who they invest in and how they deliver learning. Some companies have transitioned to more cost-effective, on-demand online training platforms.
Others are introducing service bonds to ensure that employees remain with the company for a set period after receiving training, thereby protecting return on investment. The report notes that the anticipated benefits of employee development are no longer guaranteed, forcing HR departments to reassess their approach to training.
Workforce planning has become increasingly complex and unpredictable. Traditional forecasting models are proving inadequate in the face of volatile resignation patterns. As a result, HR professionals are turning to advanced tools such as scenario analysis and retention risk mapping to navigate the uncertainty. Additionally, many companies are increasing their reliance on outsourcing for non-core functions as a way of maintaining business continuity in the face of constant employee turnover.
Despite these mounting challenges, the report commends HR professionals in Nigeria for responding with greater agility and strategic foresight. The Japa wave, it argues, has catalysed a shift from reactive human resource management to more proactive and resilient workforce strategies.
To effectively address the ongoing talent migration crisis, the CIPM recommends that employers implement comprehensive retention strategies. These should include offering competitive remuneration packages, providing flexible work options, and establishing well-defined career development paths.
Furthermore, creating a positive and inclusive workplace culture—where employees feel genuinely valued and engaged—is essential to improving job satisfaction and reducing the likelihood of migration. The report concludes that only by taking deliberate, employee-centred actions can organisations hope to retain top talent and remain competitive in Nigeria’s rapidly evolving labour landscape.
