Almost two-fifths of workers' existing skills are expected to change or become outdated by 2030, according to the World Economic Forum's Future of Jobs Report 2025, putting pressure on Nigerian businesses to reshape their approach to talent management and workforce development. The report, published in January 2025, draws on input from more than 1,000 employers representing over 14 million workers across 55 economies. Business and human resource leaders gathered at the Lead the Future Conference 2026 identified artificial intelligence, big data, cybersecurity and technological literacy as skills set to grow in importance as organisations adopt new technologies, while analytical thinking, creative thinking and adaptability emerged as essential capabilities for the changing labour market.
For Nigerian companies, the challenge extends beyond simply hiring technology specialists. Kola Oluyemi, group head of Sterling Academy, said organisations must move beyond traditional recruitment practices and recognise that workforce change involves responding to evolving skills requirements rather than just managing generational differences. He advocated for skills-based hiring that assesses candidates' ability to apply their knowledge rather than relying excessively on academic qualifications. "A certificate is good, but if you have a certificate and there's no application or knowledge, it's useless to the organisation," Oluyemi said. Workforce development should begin with an organisation's business strategy and the capabilities required to achieve its objectives, followed by assessment of whether those capabilities exist internally and establishment of learning pathways for employees to develop and move into new roles.
The retention and management of talent also requires fundamental change. Kunbi Adeoti, chief people experience officer at Leadway Group, said the relationship between employers and employees was shifting, with workers now considering flexibility, career progression, wellbeing and organisational values when deciding whether to remain with an employer. "It's not a linear career anymore. That's why we have the concept of pivoting. How do you learn, relearn and learn again?" Adeoti said. She urged employers to create workplaces where employees across different generations could contribute meaningfully, with experienced workers bringing institutional knowledge while younger employees contribute agility and speed. Businesses should use employee surveys, focus groups and engagement processes to understand workforce expectations and develop policies reflecting their needs.
Ademola Adebise, chairman of Family Homes Funds Ltd, stressed that organisational transformation depends on more than technology investment alone. "Transformation is really people doing things, not just the technology," Adebise said, identifying clear vision, communication, access to resources, execution and measurement as important leadership elements. The WEF report estimates that 59 out of every 100 workers will need training by 2030, while 63 percent of surveyed employers identify skills gaps as a major barrier to business transformation. As AI and other digital technologies become more integrated into business operations, the ability of organisations to develop talent, adapt job roles and support continuous learning will become critical to their competitiveness.