The Upside of Japa

Indeed, life consists of a sequence of events influenced by our perceptions. While some events have little effect on us, others can be profoundly life-altering. A recent discussion I had about the Japa trend (brain drain/talent emigration) in Nigeria revealed an intriguingly distinct viewpoint, which I felt was important to document.

Mass emigration of talent often triggers various emotions. For emigrants, it represents the joy of improving their lives, finding opportunities for their children, and enhancing their professional prospects. For employers, it means facing talent loss, a decline in organizational knowledge, possible dips in productivity, and emotional stress on remaining staff. The effects are usually large-scale and systemic for the communities and the country.

For example, educators leaving schools would lower educational quality as they are not easily replaced. Similarly, losing skilled medical staff affects treatment quality, costs, and access for the underprivileged. IT professionals leaving could delay technological advancements by years. While the negative effects of talent migration seem numerous, is it all bad? Could there be hidden benefits or opportunities? Is it a glass half full versus half empty situation? Is there a silver lining, or could there be one?

As with any life event, outcomes are shaped by how we respond to them. A positive occurrence may not necessarily lead to a favourable result if it is not handled thoughtfully. Consequently, something beneficial might fall short of its potential. On the other hand, a negative event does not always result in a negative outcome if managed effectively. This brings us to a philosophical question: what truly defines an event as good or bad?

Human understanding of what is considered good or bad is frequently shaped by moral norms, societal context, historical background, and personal experiences. This can introduce subjectivity or relativity in interpreting an event. Often, events are perceived negatively due to the change, uncertainty, or unknown aspects they bring. What if we pause, withhold judgment, and consider this specific change from a different perspective?

How likely is it that talent migration, or Japa, could be beneficial? I think it's quite probable if viewed differently. While Japa poses some short-term challenges, it can provide substantial long-term benefits for organizations and the country. However, before discussing these advantages, let us first examine the common reactions to Japa.

Organizations

As our employees begin to leave the country, we find ourselves engulfed in an intense analysis and questioning phase on the reasons behind it and possible preventive measures.

Paranoia seeps into the corporate environment as we speculate who might be next, suspecting everyone.

The human resources department faces criticism for not being proactive enough—why weren't they aware of the departures, and why weren't these exits prevented?

We devise policies, often without consulting the employees, aimed at curbing this exodus. Occasionally, we resort to offering attractive incentives, although these are usually not available to everyone.

The Country

Committees are formed to investigate this national issue and develop recommendations. Typically, their discussions tend to avoid in-depth root cause analysis, focusing instead on more superficial symptoms. This approach is often accompanied by numerous grandstanding orders, proclamations, and efforts aimed at addressing the symptoms rather than tackling the underlying issues. Consequently, policies are enacted without resolving the core problems.

However, if approached constructively, the event of Japa can be advantageous for organizations:

It can serve as a chance to enhance and expedite talent mobility within their system, especially benefiting multinationals with operations in multiple countries to tap into an international talent pool.

It can also be a means to build stronger relationships with current employees for future opportunities. Organizations can benefit from employees whose skills and experiences have been enriched by international exposure. Maintaining connections through a comprehensive database and regular engagement can facilitate this process.

Furthermore, companies could eliminate surprises by fostering an environment where employees feel psychologically safe to share their plans openly. Providing advisory support for those considering leaving can help them evaluate their options thoroughly. This approach can reinforce the company's value proposition and maintain goodwill, even if the employees eventually depart.

When employees leave, businesses can evaluate these roles for remote work potential, consider strategic outsourcing, or use contingent workers.

For Nigeria, the ability of our citizens to secure reputable jobs abroad, enhancing their skills while nurturing the next generation could serve as a national model for capacity building. If the government can establish a robust repatriation program to incentivize these individuals to return and contribute to national development, leveraging their acquired expertise, it would be highly beneficial.

Instead of hindering emigration, the government could lead an open dialogue on how to optimize this trend as a tool for national growth. There is no reason we cannot become a net exporter of talent like China and India.

Expanding this idea further, a well-facilitated national talent agenda could, ultimately (and here I am being optimistic), position the nation as a significant influencer in global affairs through the achievements of its citizens.

In summary, much like not everything that shines is valuable, not everything challenging and uncertain is negative. We can reinterpret Japa, reframe it completely, and leverage it as a significant asset for both corporate development and national advancement. There is certainly a positive aspect to consider.