By Ojoma Akor
Rachel E. Adegbe is the Assistant Director of Human Resources at the Institute of Human Virology Nigeria (IHVN). In this interview, she discusses how public and private organisations can help ensure a healthy workforce and how the organisation’s HR unit has supported employees in addressing public health challenges, among other issues.
What is the role of human resources in turning every healthcare job into a platform for national service?
Human resources are the most valuable asset any organization possesses. People are what ultimately shape—or damage—an institution’s brand, and every effort to drive performance depends on the quality, commitment, and mindset of its workforce. Without a clear and intentional HR strategy, every other aspect of an organization’s operations is affected.
Turning every healthcare job into a platform for national service begins when HR professionals move beyond purely administrative functions and embrace the role of strategic business partners. In this capacity, HR is deeply embedded in the organization’s mission and operations, providing informed, data-driven guidance to support decision-making. This enables HR to influence organizational growth, structure, workforce planning, and employee deployment, while ensuring effective, aligned communication across the system.
At the Institute of Human Virology Nigeria (IHVN), although we are a private institution, we work closely with the Ministry of Health and the Federal Government of Nigeria, and we understand this responsibility clearly.
By operating as HR business partners—not merely processing paperwork or managing hiring and exits, but serving as a core driver of organizational development—we can manage our people processes effectively from recruitment through the entire employee life cycle. Careful planning and clear communication help ensure that every staff member understands why they are in their role and how it contributes to the broader mission.
From recruitment to onboarding and beyond, HR helps employees understand what is required for them to be effective, their role in achieving organizational goals, and how their work connects to national health outcomes and sector stability. Employees are encouraged to see themselves as ambassadors for the programmes they support, to recognize the value of their individual contributions, and to share in the organization’s collective successes.
For HR professionals in the public sector, adopting this approach can create a powerful ripple effect. When employees understand their responsibilities and the impact of their work, accountability improves, motivation increases, and service delivery becomes more effective. Without a strong understanding of HR’s strategic role, it becomes difficult for organizations—public or private—to meet these expectations and fully realize their potential to drive national development.
What specific message should organisations, whether public or private, give to ensure a healthy workforce?
I believe the first message should focus on the ripple effects of individual actions and inactions. That is, helping them understand the outcomes of what they did or did not do with respect to service delivery.
Helping people understand the message first is a good place to start. I mean, like we say in some HR settings, your CV can get you an interview, but it is your attitude that will keep you on the job. Helping people understand the attitude to bring into their work and the environment in which they operate will solve the first problem. It is not so much about “I have a PhD”; it is, “how does your PhD translate into making your organisation better?” How does it reflect in you being diligent, being honest, or being ethical in your decision-making processes?
The second message underscores the importance of professionalism and ethical conduct. We cannot overemphasise that. So, you are a medical doctor or a nurse, but instead of showing empathy to your patients, you are looking to collect some money from them because you feel you are not being paid well enough. That throws professionalism out of the window. Or you misrepresent your results or reports because you need that patient to remain dependent on you. That is unethical.
We also need to help our staff at every level understand that, in whatever role we find ourselves, professionalism is essential. Even in our communication, we must be professional, ethical, and diligent. This is something we cannot afford to discard. So how do you do your job? How do you approach it? Do you do it as though you are being forced to show up every day, or do you do it knowing that a lot depends on you? That is why the first message is important—that every action or inaction has a ripple effect.
When people understand these three areas of work, it becomes easier to get them to do what they should do, how they should do it, and when they should do it. Put simply, it generates accountability. It helps people build a sense of accountability and take responsibility for their work, while viewing Nigeria’s development as everyone’s responsibility.
Can you share examples of how your approach in the HR unit has helped IHVN employees address public health challenges?
Focusing on IHVN, we all know that at IHVN, we strive to be the leader in this space, right? Addressing public health challenges must begin with qualified, capable personnel to run our public health programs. This includes program delivery and research. Secondly, employees must understand the practice’s ethical standards, the expected level of professionalism, and the integrity required when interacting with patients in the field.
As HR, our first approach is to ensure the right people come through our doors as hires, so we don’t just recruit for the sake of recruiting. We ensure that we have square pegs in square holes—that’s one. From recruitment through the employee lifecycle, we work with and support them through ongoing communication and training. We ensure that employees’ values align with ours and that the organization’s culture is one they adopt.
In addition, we strive to keep our employees engaged. For some people, motivation is not primarily about money; it is the work. We ensure people find meaning in what they do. We have also worked to ensure employees have a work-life balance. While we prioritize our programs, we also prioritize our staff’s well-being. We will continue to prioritize performance and quality in health service delivery without compromising employee well-being. We ensure the human factor in HR is at the forefront as we work with people. Once we achieve this—helping employees balance their work and personal lives and ensuring that everyone’s mental health is supported—we are better positioned for success.
At IHVN, we support employees by engaging consultants to provide mental health services and referring staff as needed. We also encourage open communication so that individuals can speak without fear of punishment. This is not common in many organisations, but we introduced this initiative because of the sector in which we operate.
With these measures in place, employees naturally give their best at every level, and when delivering health services, they can do so because they feel valued. They feel valued and that their contributions are not overlooked. That, in essence, is part of HR’s role in ensuring this happens.
Nigeria is experiencing a mass exodus of health workers, driven by better opportunities abroad. What is your advice to the government and the private sector in improving the welfare of health workers to ensure they are retained in the country?
For an organization to be sustainable and remain relevant, it must build resilience. You can’t build resilience without managing the talent you have. As I said from the beginning, human resources is the one thing no other organization can copy. They can copy your technology, your systems, and all that, but the people you have are the unique factor that makes you distinct. If we are to address the issue of losing talent to migration—especially in the health sector—both public and private organisations will need to focus on employee well-being. As I said, if the focus is continuously on performance and delivery, and no one asks that doctor or nurse how they are doing, there will be a problem, because this person is also human, right?
The second issue is pay. Remuneration is a key factor in retaining talent. If you don’t treat people well, the chances are that those who value their well-being will leave. If the remuneration is not comparable to that of their contemporaries, the likelihood of leaving is even higher. Some organizations have not successfully mapped their growth stage, which creates problems. Some believe they are in the success phase when they are still in the survival phase.
Some are in the existence phase but want to operate as if they have been around for 30 years, or are in their maturity phase. The problem is a lack of alignment between business and HR strategy, which would have helped solve the cash flow puzzle through data and forecasting. When they cannot pay for these talents or review their income in line with changes in the economic landscape, they leave. To attract and retain top talent—this applies to any sector—it is important to pay well and implement initiatives that boost employee morale and sustain engagement.
Thirdly, equity must be encouraged. This has been a challenge in some organisations, where what applies to one person does not apply to another, even though both have the same skills and qualifications. Equity must be part of the package. Similarly, integrity plays a key role in retention. Over time, some employees develop a strong sense of loyalty to leaders rather than to the organization because of those leaders’ integrity. Such employees may not leave even if the organization is struggling, because they trust the leadership. Trust is built over time. Trust means you say you will do something and then you follow through. If employees feel valued and dealings are based on integrity, they will stay.
However, if work is done haphazardly or staff are treated well only on days when the boss is in a good mood, people will naturally leave. So, the key things are: first, pay. It is normal for organizations to benchmark against others. This should be done annually or biannually. Understand what comparable organizations are paying and aim to remain competitive. Second, prioritize employee well-being.
You cannot expect staff to work from morning until 9:00 p.m. and then return by 7:00 a.m. the next day. That kind of pressure turns leadership into slave driving. Third, build trust among employees. Employees should trust the organization’s leadership, and this trust is built on equity, integrity, and professionalism. I believe that if these principles are practiced in both the public and private sectors, we will be able to retain more of our talent in the country rather than losing them to greener pastures abroad. Thank you.
Nigeria has a large population of unemployed youth. Do you have any tips on the way forward?
Having a large unemployed population is not new to this country; however, we have not adequately addressed the root causes. To drive real change, we must recognize that the population can be an asset—an additional workforce—if properly harnessed.
The challenge is that fewer businesses and organizations can absorb graduates upon graduation. Added to this is the cynicism that has built up over time, largely due to Godfatherism—I beg to use that term—where jobs are often obtained through connections rather than qualifications.
On the other hand, for those who are recruited, how do we ensure they perform effectively? The public needs to see that career growth comes through hard work, professionalism, integrity, and ethical conduct, not shortcuts. While waiting for opportunities, graduates should focus on developing skills that make them well-suited for available roles rather than seeking quick routes into the workforce.
This is a two-way street. Employers must play their part, and employees must respond accordingly. When an organization sets high standards and establishes systems to maintain quality job performance and employee engagement, employees place greater value on their roles. This, in turn, improves productivity and enhances the employer’s capacity to recruit additional staff, contributing to national development. Many graduates blame the government for a lack of employment opportunities, but employed graduates often do little to make their sectors more attractive. No private employer will tolerate suboptimal performance for the salaries being paid.
As a nation, we have programs like the National Jubilee Fellows Program (NJFP), designed to provide a buffer for graduates while they await mainstream employment. It is a national program in which all states participate, offering internships that also instill work standards.
Addressing unemployment is not just about creating jobs; it is about maintaining standards. Organizations and the nation as a whole should be known for the culture of professionalism and ethical conduct.
This culture sets the tone for how people perceive our organizations and our nation. Partnerships with higher education institutions can also help, as seen in past initiatives in which first-class graduates were readily absorbed into organizations. If we establish these foundations—standards, culture, and ethical practices—alongside creating opportunities, it will go a long way in tackling unemployment. It will also help young people understand the behaviors and skills expected of employed individuals.
How has HR contributed to the growth of IHVN?
OK, I guess what I’d like to say is that IHVN, to a large extent, has gotten it right in terms of HR because we understand the concept of reinventing ourselves. We maintain global standards as our benchmark and adhere to local labor laws that govern practice in Nigeria.
We ask questions like: Does it work? When it doesn’t, we tweak it to ensure that it does. This helps us maintain a balance between the work and the individual.
We encourage people to give their best while ensuring the organization fulfills its responsibility to make employees feel valued. Our leaders have given us space to hold them accountable to their promises and organizational policies, which has greatly helped build trust.
I can confidently say that IHVN has built a brand we are all proud of, one that anyone would want to be part of. This is because we have successfully integrated work and life, and our leaders not only demonstrate the way but also lead the way in all aspects of organizational life. HR plays a central role in this, not just as an administrative function, but as a core business partner contributing to the growth, development, and sustainability of the organization.
How should health workers who behave unprofessionally be handled?
OK, national leadership is shifting its focus from stabilization to expansion, and for us to achieve this, the commitment and integrity of the workforce across every organization, especially in the health sector, are critical.
It is key now. Without systems in place, it is difficult to hold people accountable. First, there must be systems, policies, and standard operating procedures for every aspect of care.
When developing such operating procedures or policies, no policy manual omits disciplinary actions. Infractions are expected. So what are the disciplinary actions? Have they been communicated to the employees? If they exist, are they being enforced? Who is tasked with enforcing these measures? When this is neglected over time, a gap opens, and bad behavior becomes normalized. That’s where you start.
I visited a government agency and requested the policy manual. It was sitting in the director of administration’s drawer. I asked, “Do your staff know this document exists?” He said no. How then do they know what to do and what not to do?
Waiting until someone makes a mistake and then referring to the manual is the wrong approach. Orientation should start from the base. Employees must be informed about the existence of a policy manual or standard operating procedures that guide every unit—laboratory, nursing, or any other.
The disciplinary measures for infractions should be itemized. Responsibility for enforcing them must be clearly assigned and followed through. Accountability cannot start only after an incident occurs. Communication is critical. It cannot be overemphasized. It must be ongoing—not just a one-time announcement. Reorient employees regularly, even in small ways, and use signage to reinforce correct behavior.
I heard today that in banks, tellers are trained to recognize genuine currency, not just counterfeit notes. By teaching them the features of authentic notes, tellers become able to recognize fakes immediately. The same principle applies to managing employees. Continuously promoting a culture of excellence, professionalism, and ethical conduct makes these behaviors part of every staff member. When someone behaves differently, it is considered abnormal if it does not align with organizational culture.
Disciplinary measures exist in every policy manual—except in organizations that lack one. The key question is: who ensures these measures are enforced? The approach begins with training and education, letting employees know the right way to act. When they deviate, corrective action must be taken promptly. That is how I would approach this. Thank you.
