Introduction
While it may seem cliché to reference the 2020 pandemic, its enduring influence on organisational strategy, particularly about the future of work, remains profoundly relevant. Today, job candidates routinely enquire, “Does the organisation offer a hybrid work model?”, “Is this role fully remote?”, or “What type of support exists for remote employees?” These are no longer peripheral questions; they are central to talent attraction and retention in a highly dynamic labour market.
At the same time, organisations, non-profits included, are grappling with a fundamental question: what work arrangement best supports operational efficiency and mission delivery?
While many private-sector entities quickly pivoted to remote work during the pandemic, NGOs, particularly those operating in developing regions such as Nigeria, encountered a more complex set of realities. The abrupt shift forced many to adopt unfamiliar digital tools and processes while contending with limited infrastructure and constrained resources.
Now, as the world settles into a new equilibrium, NGOs face a strategic crossroads: should remote work become a permanent fixture? Should organisations return fully to in-person models? Or is a hybrid structure the most effective path forward?
This article examines the question through the lens of Nigerian NGOs, exploring the advantages, challenges, and considerations necessary to craft an effective, impact-oriented workforce model in a sector where value is measured not by profit, but by purpose.
Rethinking the value proposition
NGOs in Nigeria serve as critical connectors, delivering essential services in areas such as health, education, and social justice, often reaching individuals and communities that lie beyond the reach of formal systems. However, operating in a challenging environment marked by infrastructural deficits, security risks, and high stakeholder expectations presents unique demands.
During the pandemic, NGOs were compelled to embrace remote work with limited preparation. Technology became an enabler, but the sector’s limited resources and external dependencies made this adaptation uneven. Today, the question is no longer about necessity but about strategic value: does remote work offer a sustainable competitive advantage in delivering impact?
The traditional value proposition between employers and employees is evolving. Increasingly, prospective employees view flexible work arrangements as a fundamental component of organisational value. For NGOs, often constrained by restrictive budgets and operational expectations, striking the right balance between flexibility, accountability, and efficiency has become both essential and complex.
This is no longer a binary choice of convenience. It is a conversation about strategy, sustainability, organisational culture, and employee experience, all within the framework of development work.
Read also: Work-from-home: Office space demand slows
The case for remote work
1. Cost efficiency
Remote work offers a significant opportunity to reduce overheads. Given that many NGOs operate on lean budgets funded by their founders, third-party donors or partners, the ability to cut costs on office rent, utilities, logistics and other overhead costs can redirect critical funds toward programmes and service delivery.
In highly commercialised areas such as Lagos and Abuja, where real estate is costly, remote work models offer a financially prudent alternative, particularly for administrative or support roles not requiring regular field or in-person presence.
2. Flexibility and employee well-being
Flexible work arrangements contribute to improved work-life balance and mental health: key factors in employee productivity and retention. In a sector where burnout is prevalent, remote work offers a mechanism to foster sustainability and staff engagement.
3. Digital transformation and innovation
Remote work catalysed digital transformation across the NGO space. Tools like Zoom, Microsoft Teams, Google Workspace, Monday.com, Canva, and SharePoint have become integral to operations, enabling real-time project management, documentation, and collaboration.
These tools not only enhance internal efficiency but also position NGOs for greater resilience, ensuring continuity in times of crisis or disruption.
The case against remote work
1. Nature of NGO work: Field presence is essential
Unlike many private-sector roles, a substantial portion of NGO work depends on in-person engagement. Activities such as community-need or impact assessments, capacity-building workshops, and relief distribution often require direct interaction with the target population.
Physical engagement fosters trust, a critical element in achieving development outcomes. Virtual communication, while helpful, cannot replicate the nuance and relational depth that in-person interactions build.
2. Threat to organisational culture and cohesion
Prolonged remote work can dilute shared values, collaboration, and team spirit, the bedrock of NGO effectiveness. Peer support, spontaneous problem-solving, and mentorship are more difficult to foster in virtual environments.
Additionally, onboarding new staff remotely may limit cultural assimilation, reduce role clarity, negatively affect transition experience, and erode long-term retention.
3. Infrastructural and technological constraints
Inconsistent power supply, unreliable internet connectivity, and limited access to IT equipment present formidable challenges to effective remote work in Nigeria. These barriers can compromise productivity and morale.
4. Accountability and performance monitoring
Donor-funded organisations must maintain high levels of transparency and performance tracking. Remote work complicates supervision, especially for field or project-based staff. Without robust systems for monitoring and evaluation, organisations may struggle with compliance and accountability.
Finding the middle ground: Embracing a hybrid model
Given the diverse nature of NGO functions, a hybrid work model appears to be the most balanced and sustainable solution. This approach merges the flexibility of remote work with the interpersonal benefits of in-person collaboration and field engagement.
For instance, administrative teams could work remotely for part of the week while coming into the office for meetings or planning sessions. Programme staff could work from the field or site, using digital tools to communicate with other team members. Leadership could set performance targets based on outcomes rather than hours logged, enabling results-driven flexibility.
Alternatively, teams could work remotely based on scheduling, which provides a basis of fairness and allows teams to plan adequately for in-person and remote meetings and deliverables.
However, for hybrid models to thrive, several enabling factors must be addressed:
1. Understanding the strategic goal: Understanding the mission, mandate, goals and objectives assists in defining what work arrangement may suit the NGO.
2. Culture alignment: Organisations must foster a culture that supports agility, innovation, and intentional leadership.
3. Clear policies: Policies covering the Human Resource (HR) framework must define eligibility for remote work, performance expectations, and communication standards.
4. Capacity building: Staff need training in digital tools, remote collaboration, cybersecurity, and time management.
5. Infrastructure investment: Equitable access to laptops, internet support, and power alternatives is essential.
6. Stakeholder engagement: Boards, funders, and partners should be engaged in dialogue around operational shifts to maintain trust and transparency.
Conclusion
The decision to work from home or not is no longer a temporary measure; it is a defining issue in the future of work, even within impact-driven sectors like NGOs. For Nigerian NGOs, the decision involves more than just convenience or cost; it affects how strategies are planned, how teams operate, and how impact is measured.
There is no universal answer. NGOs, like for-profit organisations, must evaluate their overall strategic goal, staff composition, funding structures, and technological readiness to make informed choices. What is clear, however, is that flexibility, adaptability, and intentionality will be key to driving workforce efficiency and sustaining impact in the years ahead.
At the Aig-Imoukhuede Foundation, we understand these dynamics and have wholly embraced the model that best works for us with the support of adequate tools for efficiency.
The future of NGO work in Nigeria may not be entirely remote or entirely on-site, but it must be smart, inclusive, and value-driven.
Muki Osaka, Director, Enterprise Management and Shared Services, Aig-Imoukhuede Foundation
