There is a subtle transition taking place in Nigeria’s workforce, and it is changing everything we thought we knew about jobs, careers, and the concept of work.
For years, we have formed careers around certificates, applauded accomplishments, and framed degrees like trophies. It was really straightforward: you studied, graduated, and worked. That cycle made sense for a while, but that period is long gone.
Today, the marketplace looks very different, as technology is not just supporting work; it is redefining it. Roles that existed ten years ago are becoming irrelevant, while new ones are being created faster than universities can teach them. On the other hand, AI is automating processes, digital platforms are expanding access to global opportunities, and workers everywhere are being forced to adapt in real time.
In Nigeria, this evolution is hitting harder because of a deep-rooted challenge we have ignored for too long. Our workers are not just unemployed; many of them are underemployed or unprepared for what the current market demands. There is a clear disconnect between the skills people have and the skills businesses need, and if we do not fix that disconnect quickly, we risk building an economy that looks busy but is not truly productive.
The World Economic Forum projects that by 2027, 44 percent of workers’ core skills will change. This is not a distant prediction; it is presently occurring in front of us. Every meeting with business leaders reveals the same pattern of companies recruiting not only for certain positions, but also looking for adaptability, digital fluency, problem-solving skills, and a growth attitude.
Unfortunately, too many job seekers are trapped in a system that has not developed. They are taking outdated courses, holding onto outdated job titles, and graduating into a market that has already moved on. It is not that they lack intelligence or ambition; rather, we have failed to provide them with proper tools, which is costly.
We cannot talk about economic transformation if our people are not transforming with it. We cannot build thriving companies if the workforce is unsure, unskilled, and overwhelmed. That is why reskilling is not just a business imperative; it is a national responsibility.
“We cannot build thriving companies if the workforce is unsure, unskilled, and overwhelmed.”
The companies that invest in people development do not just survive disruption; they lead through it. They attract better talent, retain them longer, and build cultures that are resilient even in uncertainty. They are not just training for the sake of it; they are creating environments where learning is embedded into the work experience itself.
The future of learning is not in one-off training or external seminars. It is in systems that make growth part of the day-to-day reality of work. Whether it is assigning stretch projects, encouraging mentorship, or building internal academies, the goal must be to turn workplaces into schools of relevance. We must shift our mindset from training people once to preparing them continuously.
But the responsibility cannot rest with private companies alone. The Nigerian government and public institutions have a crucial role to play. There must be a deliberate, coordinated strategy to update our national curriculum to match today’s demands. Our education system cannot continue teaching for yesterday’s world; it must prepare students for a future that is already arriving.
The present government is pulling the cart to ensure our educational system gets a fair face, but there is so much to be done. We are creating great policies; however, without an environment where reskilling is easily accessible, widely encouraged, and connected to job outcomes, the policies will become just another term paper. If we must change the public narrative about learning, reskilling should not be viewed as a second opportunity; it should be recognised as the new standard.
To truly change Nigeria’s narrative about learning, we must confront an outdated mindset that reskilling is only for those who failed to get it right the first time. Reskilling should no longer be seen as a fallback plan or a second opportunity; we must embrace it as the new standard for workforce development in a dynamic economy.
As the world of work shifts, job roles are evolving, technologies are advancing, and business models are being disrupted almost daily. What was relevant five years ago may now be obsolete. As such, the ability to adapt, evolve, and learn continuously is not just a competitive advantage; it is a survival strategy for both individuals and organisations.
Reskilling reflects a recognition that no one, regardless of their qualifications or years of experience, is exempt from change. From entry-level graduates to boardrooms, from tech developers to civil servants, from secondary school teachers to professors, and from founders to co-founders, every segment of our workforce must be empowered to upgrade their skills and align with the realities of the future.
To remain relevant and competitive in the global marketplace, the Nigerian government must embed reskilling into her national economic agenda. It should be supported by an agile policy, funded through public-private partnerships, and integrated into organisational cultures. A learning workforce is not just an asset; it is the engine of national growth, innovation, and resilience.
In a similar vein, if we are serious about changing Nigeria’s narrative around learning and education, then we must begin by transforming how we position and empower our teachers. Reskilling and upskilling educators must be embraced as the new standard. In a world where digital tools, emerging technologies, and shifting learner needs redefine the classroom, teachers must be equipped not just to catch up but to lead. They can only transfer as much knowledge as they possess.
Investing in our teacher’s continuous professional development is not a luxury; it is a national imperative. Because when we elevate our teachers, we elevate the quality of minds they shape. And when we make learning dynamic, relevant, and future-focused, we create a generation of Nigerians who are not just literate but globally competitive.
Whether a software engineer grappling with AI automation in Lagos, a sales executive navigating digital buyer behaviour in Abuja, or a teacher adjusting to high-end learning models in Kaduna, the question remains the same: Are we keeping up?
If our answer is no or even uncertain, the next question becomes critical: What will we do differently? This is not a question that allows for guesswork or vague aspirations. It requires intentionality. The times demand that each professional become a self-driven learner, actively seeking knowledge, upgrading skills, and embracing reinvention.
Learning must now be strategic, structured, and continuous. It should be tied to clear goals: improved relevance, better value creation, and long-term adaptability. In a world where job roles evolve faster than curriculums and disruption is constant, our ability to learn, unlearn, and relearn has become the most powerful predictor of our future success. To ignore this reality is to risk national professional redundancy. To embrace it, however, is to future-proof our workforce and stay positioned for opportunity, no matter how the tides of change may turn.
This is the chance before us,, and we can choose to act now and prepare a workforce for what is ahead, or we can continue to assume that the old ways will eventually catch up with the new world. That hope is both naïve and risky.
The future of jobs in Nigeria will not be built by waiting; it will be built by designing systems that make people ready, and this readiness begins with reskilling for the future. It is not enough to talk about innovation. We must invest in the people who will deliver it. It is not enough to chase foreign investment. We must prepare local talent to sustain it. And it is not enough to recognise the pace of change. We must match it.
The good news is that the solution is already in our hands; we have both the creativity and the energy. What we need now is alignment and urgency. Because at the end of the day, technology will only go as far as our people can take it, and Nigeria’s future will only go as far as our people are empowered to lead it.
About the writer:
Deborah Yemi-Oladayo is the Managing Director of Proten International, a leading HR consulting firm in Nigeria specialising in talent acquisition, learning and development, and HR advisory services. Email: d.yoladayo@protenintl.com
