Dare Adelaja is an HR Generalist and People Operations Professional with over six years of experience spanning recruitment, employee relations, and performance management. A Chartered Member of the Chartered Institute of Personnel Management of Nigeria (MCIPM), he has worked across the real estate and manufacturing sectors, driving effective people strategies and strengthening HR operations. His career journey includes a pivotal role at Cadbury Nigeria Plc (a subsidiary of Mondelez International), where he built a solid foundation in HR and administration within the FMCG industry. He also worked with Entourage Property Development & Investment Co. Ltd, where he expanded his expertise in talent acquisition, employee relations, HRIS, shared services, and compensation. He holds IPMA-CP and HSE I–III certifications, as well as a Bachelor’s degree in Sociology, and is currently pursuing a Master’s degree in Project Management. In this interview with The HR Anchor, Adelaja shares insights on evolving hiring trends, employee retention strategies, compensation shifts, and how technology and changing workforce expectations are reshaping the future of work in Nigeria.
Hiring in Nigeria has become increasingly competitive. What key shifts are you seeing in how organisations attract and select talent today?
Hiring in Nigeria has evolved from what I call CV-based hiring to value-based hiring. Organizations are no longer just focused on qualifications, but on skills, adaptability, and cultural fit. We are also seeing a stronger emphasis on employer branding, people want to work where there is growth, purpose, and clear career direction. Speed has become critical in hiring because top talent does not stay available for long. In addition, digital sourcing has taken center stage, with platforms like LinkedIn, referrals, and job boards playing a major role. Interestingly, candidates are now more informed, they are not just being interviewed; they are also assessing the organization. In essence, hiring has shifted from “who is available” to “who is aligned and future-ready.”
With many companies struggling to retain skilled employees, what practical strategies do you believe are most effective for improving staff retention?
Retention today is not just about money; it is about the overall employee experience. Key drivers include career growth opportunities, quality of leadership, and recognition. In many cases, people do not leave organizations; they leave managers. Employees also want to feel seen and valued, simple recognition like “well done” or “thank you” can significantly boost morale. From a practical standpoint, organizations should focus on structured career progression plans, consistent check-ins beyond annual appraisals, and building a strong, healthy workplace culture. Ultimately, retention is built daily through employee experience, not yearly through salary reviews.
How should organisations rethink compensation structures to stay competitive, especially in an economy marked by inflation and rising living costs?
Organizations need to move from a static salary structure to a more flexible value-based approach. Given the current economic realities, salary alone is no longer sufficient. Employees are looking at the total value package, this includes flexible benefits like transportation, healthcare, and remote work support, as well as performance-based incentives. Non-monetary rewards such as learning opportunities, exposure, and recognition are also becoming increasingly important. Transparency in compensation is another key factor in building trust.
Performance management is evolving beyond annual reviews. What modern approaches do you recommend for tracking and improving employee performance?
Performance management is shifting from annual evaluation to continuous development. Organizations are moving towards continuous feedback systems, adopting frameworks like OKRs (Objectives and Key Results), and leveraging real-time performance tracking. More importantly, the role of the manager is evolving, from being an evaluator to becoming a coach who guides employee growth. Performance management should not just measure outcomes; it should actively support growth and improvement.
When conflicts do arise, what frameworks or methods have you found most effective in resolving them while maintaining team cohesion?
Effective conflict resolution requires a balance of structure and empathy. Key approaches include active listening, neutral mediation, and focusing on the issue rather than assigning blame. It is also important to document outcomes and follow up to ensure resolution is sustained. Beyond processes, culture plays a critical role, employees should feel psychologically safe to address issues early before they escalate. The goal is not to win the argument, but to preserve the working relationship and team cohesion.
HR technology is rapidly transforming the workplace. Which tools or trends do you think Nigerian organisations should prioritise to improve people management?
When it comes to HR technology, my approach is simple: start simple and scale smart. Organizations should prioritize tools like Applicant Tracking Systems (ATS) for efficient hiring, HRIS platforms for managing employee data, and performance management tools. Equally important is the use of data analytics to drive decision-making.
What major trends do you believe will shape the future of work and HR practice in Nigeria over the next five years?
The future of work in Nigeria will be shaped by flexibility, skills, and digital transformation. We will continue to see the rise of hybrid and remote work models, a shift towards skill-based hiring over traditional degree requirements, and growth in gig and contract employment. There will also be increased focus on employee wellbeing and a greater integration of AI and automation into HR processes. Overall, HR is evolving from a support function into a strategic driver of business success.
