Project – Effect of Employee Reskilling Programmes on Workforce Adaptability. A Study of MTN Nigeria Plc, Lagos

CHAPTER ONE

INTRODUCTION

1.1 Background to the Study

The contemporary business environment is characterized by rapid technological development, changing customer expectations, globalization, digital transformation and increasing competition. These changes have significantly altered the skills and competencies required of employees to perform effectively in modern organizations. Employees are increasingly expected to acquire new knowledge, adapt to emerging technologies and perform tasks that may differ substantially from those for which they were originally employed. The World Economic Forum (2025) reported that approximately 39% of workers’ existing skill sets are expected to be transformed or become outdated between 2025 and 2030, while 59 out of every 100 workers are projected to require reskilling or upskilling. The report further identifies technological literacy, artificial intelligence, big data, networks and cybersecurity, alongside resilience, flexibility and agility, as increasingly important skills for the future workplace. These developments demonstrate that organizations can no longer depend exclusively on employees’ existing competencies but must continuously invest in learning and skills development to remain competitive (World Economic Forum, 2025).

Employee reskilling has consequently become an important human resource management strategy for responding to changing workplace requirements. Reskilling involves equipping employees with new knowledge, competencies and capabilities that enable them to undertake existing roles differently or transition into emerging roles within an organization. It differs from routine training because it is particularly concerned with preparing employees for changed job requirements, technological developments and new organizational directions. The International Labour Organization (ILO, 2023) emphasizes that digital transformation is changing skill requirements across economies and that workers need opportunities to acquire the knowledge and skills required to navigate the changing world of work. Similarly, the International Telecommunication Union (ITU, 2023), in its assessment of skills supply and demand in Nigeria’s digital economy, identified changing and emerging skill requirements as an important consideration for developing a workforce capable of participating effectively in the digital economy. Therefore, employee reskilling programmes have become increasingly important for organizations seeking to maintain a workforce that can respond effectively to technological and operational changes (ILO, 2023; ITU, 2023).

Workforce adaptability refers to the capacity of employees to adjust effectively to changes in technology, work processes, organizational structures, customer expectations, job responsibilities and other workplace conditions. An adaptable workforce is able to learn new skills, adopt new technologies, solve unfamiliar problems, work in changing teams and modify established approaches when circumstances require it. The World Economic Forum (2025) identifies resilience, flexibility and agility among the core skills expected to remain important as organizations experience technological and economic transformation. The ILO (2023) similarly explains that digitalization is changing the nature and requirements of work, making continuous learning and skills development increasingly important for workers. In this context, reskilling programmes can provide employees with the competencies required to respond to new work demands rather than becoming disadvantaged by technological or organizational changes. Consequently, workforce adaptability can be regarded as an important outcome of effective employee reskilling and continuous learning programmes (World Economic Forum, 2025; ILO, 2023).

The telecommunications industry provides a particularly relevant environment for examining employee reskilling because technological changes occur continuously within the sector. Telecommunications companies must respond to developments in digital services, cloud computing, artificial intelligence, data analytics, cybersecurity, network technologies and changing customer-service expectations. Such changes can alter existing jobs, create new roles and require employees to develop competencies that were not previously central to their responsibilities. MTN Group (2024) identifies workforce transformation through upskilling, reskilling and leadership development as necessary for future-proofing its business and reports that it is reskilling employees for emerging roles, including areas such as artificial intelligence and cloud computing. The report also notes that digitalization has accelerated demand for digital skills across MTN’s markets. This indicates that reskilling is not merely an academic concept within telecommunications but an organizational response to the changing skills requirements associated with digital transformation (MTN Group, 2024).

In Nigeria, the need for workforce reskilling is particularly significant because organizations operate within an economy experiencing increasing digitalization and changing labour-market requirements. The ITU (2023) assessment of Nigeria’s digital economy identified current and emerging skill supply and demand and highlighted the importance of addressing digital skills gaps in order to improve opportunities for participation in the digital economy. Oladipo (2024) similarly emphasized that technological change is continuously reshaping how work is performed in Nigeria and argued for the importance of digital skills acquisition, reskilling and upskilling in preparing the workforce for the changing economy. Within Nigerian organizations, therefore, traditional qualifications and previously acquired technical knowledge may not always remain sufficient throughout an employee’s career. Continuous learning and reskilling can help organizations maintain relevant competencies while providing employees with opportunities to adapt to changing responsibilities. The Nigerian environment consequently provides an important context for investigating whether employee reskilling programmes translate into improved workforce adaptability (ITU, 2023; Oladipo, 2024).

MTN Nigeria Plc provides a relevant organizational context for examining the relationship between employee reskilling programmes and workforce adaptability because the company operates within a rapidly changing telecommunications and digital-services environment. MTN Nigeria’s sustainability reporting indicates that the company expanded employee development initiatives in 2024 through programmes such as the Career Growth Maps Learning Journey, an e-learning programme designed to strengthen employees’ capabilities in areas including artificial intelligence, cloud technologies, customer value management, digital engineering and software engineering. The company also reported the introduction of AI appreciation workshops as part of efforts to deepen organizational understanding of emerging technologies. These initiatives demonstrate the relevance of skills development to MTN Nigeria’s response to the changing digital environment. However, the existence of reskilling initiatives does not by itself establish whether employees have become more adaptable in their actual work roles. It is therefore important to empirically examine the extent to which employee reskilling programmes are associated with employees’ ability to adjust to technological, operational and organizational changes within MTN Nigeria Plc (MTN Nigeria, 2024).

Previous Nigerian research also demonstrates the importance of training and development to employee outcomes, while indicating the need to examine how learning programmes are implemented and evaluated. Chukwudi et al. (2022), in a study involving employees of major telecommunications companies in Lagos State, examined learning and development outcomes in relation to employee productivity and emphasized the importance of evaluating whether training produces meaningful workplace outcomes. Ezeamama, Sire and Onodugo (2022), in a study of MTN employees in Enugu State, found that training and development contributed to employees’ confidence, decision-making, job satisfaction and capacity to cope with unexpected circumstances. Similarly, Taiwo et al. (2021) found significant relationships between training and development practices and employee performance in selected Nigerian manufacturing companies. These studies provide evidence that employee development can influence important workplace outcomes, but they do not specifically establish the effect of reskilling programmes on workforce adaptability among employees of MTN Nigeria Plc in Lagos. This creates an important empirical gap that the present study seeks to address by examining whether reskilling initiatives contribute to employees’ ability to adjust effectively to changing workplace requirements (Chukwudi et al., 2022; Ezeamama et al., 2022; Taiwo et al., 2021).

1.2 Statement of the Problem

The rapid pace of technological development has created a continuing challenge for organizations seeking to maintain a workforce with relevant and current skills. Technologies such as artificial intelligence, cloud computing, data analytics, automation and advanced digital platforms are changing the nature of many jobs and increasing the demand for new competencies. The World Economic Forum (2025) estimates that a substantial proportion of workers’ existing skills will change or become outdated between 2025 and 2030, while employers identify skills gaps as one of the major barriers to business transformation. The ILO (2023) similarly recognizes that digitalization is changing the demand for skills and requires workers to engage in continuous learning. For organizations in the telecommunications industry, where technological changes occur particularly rapidly, failure to keep employee competencies aligned with new requirements may create knowledge gaps and difficulties in adapting to new work processes. The problem therefore extends beyond providing conventional employee training to determining whether organizations are adequately reskilling employees for emerging and changing work requirements.

A second problem concerns whether employee reskilling programmes actually produce adaptable employees in the workplace. Organizations may invest considerable resources in workshops, online courses, technical training and other learning initiatives, but participation in training does not automatically guarantee that employees will apply newly acquired knowledge to changing workplace situations. Chukwudi et al. (2022) identified the importance of monitoring and evaluating learning and development outcomes in Nigerian telecommunications companies, noting the need to examine whether training produces meaningful employee outcomes. Similarly, Ezeamama et al. (2022) found that training and development can help employees cope with pressure and unexpected circumstances, but also identified issues such as poor training design, inadequate training expertise and insufficient management support. This suggests that the effectiveness of reskilling programmes may depend not only on the availability of training but also on programme relevance, delivery, employee participation and opportunities to apply newly acquired competencies. Consequently, there is a need to establish whether reskilling programmes at MTN Nigeria Plc contribute meaningfully to workforce adaptability rather than simply increasing employees’ exposure to training activities.

Another problem is the potential mismatch between rapidly emerging technological requirements and the skills possessed by employees. The ITU (2023) identified current and emerging digital skill requirements in Nigeria and emphasized the need to address skill gaps within the digital economy. MTN Group (2024) similarly identified changing technological demands and the need to reskill employees for areas such as artificial intelligence and cloud computing. While MTN Nigeria has reported initiatives such as the Career Growth Maps Learning Journey and AI appreciation workshops, there remains a need to determine whether such initiatives translate into employees’ practical ability to learn new tasks, adopt technologies, perform modified responsibilities and respond to changing organizational requirements. Without such evidence, management may have difficulty determining which aspects of reskilling programmes are producing meaningful improvements in adaptability. This makes the assessment of employee reskilling particularly relevant to MTN Nigeria’s continued workforce transformation.

Finally, there is a gap in empirical research specifically examining the effect of employee reskilling programmes on workforce adaptability at MTN Nigeria Plc, Lagos. Existing Nigerian studies have predominantly examined training and development in relation to employee performance, productivity, job satisfaction or organizational outcomes rather than directly measuring workforce adaptability as an outcome of reskilling. For example, Taiwo et al. (2021) examined training and development practices and employee performance, while Chukwudi et al. (2022) focused on learning and development outcomes and employee productivity within Nigerian telecommunications companies. Ezeamama et al. (2022) also investigated training and development among MTN employees but focused on organizational productivity rather than workforce adaptability. These studies provide useful foundations but leave unanswered questions concerning whether reskilling programmes specifically improve employees’ ability to respond to technological changes, acquire new competencies, perform changing tasks and adjust to new work conditions at MTN Nigeria Plc in Lagos. The present study therefore seeks to fill this gap by examining the effect of employee reskilling programmes on workforce adaptability at MTN Nigeria Plc, Lagos (Taiwo et al., 2021; Chukwudi et al., 2022; Ezeamama et al., 2022).

1.3 Objectives of the Study

The general objective of this study is to examine the effect of employee reskilling programmes on workforce adaptability at MTN Nigeria Plc, Lagos.

The specific objectives are to:

1. Examine the effect of technical reskilling programmes on workforce adaptability at MTN Nigeria Plc, Lagos.
2. Determine the effect of digital skills reskilling programmes on workforce adaptability at MTN Nigeria Plc, Lagos.
3. Assess the effect of continuous learning and development programmes on workforce adaptability at MTN Nigeria Plc, Lagos.
4. Examine the effect of reskilling programme relevance and effectiveness on workforce adaptability at MTN Nigeria Plc, Lagos.

1.4 Research Questions

The study will be guided by the following research questions:

1. What is the effect of technical reskilling programmes on workforce adaptability at MTN Nigeria Plc, Lagos?
2. What is the effect of digital skills reskilling programmes on workforce adaptability at MTN Nigeria Plc, Lagos?
3. What is the effect of continuous learning and development programmes on workforce adaptability at MTN Nigeria Plc, Lagos?
4. What is the effect of reskilling programme relevance and effectiveness on workforce adaptability at MTN Nigeria Plc, Lagos?

1.5 Research Hypothesis

The following null hypothesis will be tested at the 0.05 level of significance:

H₀: Employee reskilling programmes have no significant effect on workforce adaptability at MTN Nigeria Plc, Lagos.

1.6 Significance of the Study

Management of MTN Nigeria Plc

The study will provide management with empirical information on the effectiveness of employee reskilling programmes in preparing employees for changing workplace requirements. The findings may assist management in identifying areas of reskilling that require improvement and in making informed decisions regarding investment in employee learning and development.

Human Resource Managers

The study will be useful to human resource managers because it will provide evidence concerning the relationship between reskilling initiatives and workforce adaptability. The findings may assist HR professionals in designing learning programmes that are aligned with technological developments, organizational requirements and employees’ future skill needs.

Employees

The study may benefit employees by highlighting the importance of continuous skills development in adapting to changing workplace conditions. It may also encourage employees to participate actively in reskilling programmes and acquire competencies that enhance their ability to undertake changing responsibilities.

Telecommunications Industry

The findings may be useful to other organizations within Nigeria’s telecommunications industry that are dealing with technological transformation and changing skills requirements. The study may provide evidence that can inform workforce-development strategies across the sector.

Policymakers and Labour Institutions

Government agencies, labour institutions and policymakers may find the study useful in understanding the importance of reskilling and continuous professional development in Nigeria’s changing labour market. The findings may contribute to discussions concerning digital skills development, employability and workforce preparedness.

Researchers and Students

The study will contribute to existing literature on employee reskilling, human resource development and workforce adaptability. It may serve as a useful reference for researchers and students undertaking studies relating to training, digital transformation, employee development and organizational adaptability.

1.7 Scope of the Study

The study focuses on the effect of employee reskilling programmes on workforce adaptability at MTN Nigeria Plc, Lagos.

The independent variable is employee reskilling programmes, which will be examined through four dimensions: technical reskilling, digital skills reskilling, continuous learning and development, and reskilling programme relevance and effectiveness.

The dependent variable is workforce adaptability, which refers to employees’ ability to adjust to technological changes, learn new skills, adopt new work processes, undertake modified responsibilities and respond effectively to changing organizational requirements.

Geographically, the study is restricted to MTN Nigeria Plc, Lagos State. The study will focus on employees within the selected organizational setting and will not attempt to generalize its findings to all telecommunications companies in Nigeria.

1.8 Operational Definition of Terms

Employee: An individual employed by an organization to perform assigned responsibilities in return for remuneration and other employment benefits.

Reskilling: The process of providing employees with new knowledge, competencies and capabilities that enable them to perform changed or emerging job responsibilities.

Employee Reskilling Programme: A structured organizational initiative designed to equip employees with new skills and competencies required for changing job roles, technologies, processes or organizational requirements.

Technical Reskilling: The process of developing employees’ technical competencies so that they can operate, understand or work effectively with new technologies, systems and technical processes.

Digital Skills: The knowledge and abilities required to effectively use digital technologies, systems, applications and tools in the workplace.

Digital Skills Reskilling: A reskilling process through which employees acquire or strengthen competencies relating to digital technologies, data, software, artificial intelligence, cloud systems and other digital tools.

Continuous Learning: An ongoing process through which employees consistently acquire new knowledge, skills and competencies throughout their careers.

Workforce: The employees or human resources engaged by an organization to perform various functions and responsibilities.

Workforce Adaptability: The ability of employees to adjust effectively to changes in technology, work processes, job responsibilities, organizational structures and workplace conditions.

Technological Adaptability: The ability of employees to learn, accept and effectively use new technologies introduced into the workplace.

Learning and Development: Organizational activities designed to improve employees’ knowledge, skills, competencies and professional capabilities.

Training Effectiveness: The extent to which a training or reskilling programme achieves its intended learning and workplace outcomes.

1.9 Organisation of the Study

The study will be organized into five chapters. Chapter One presents the introduction, background to the study, statement of the problem, objectives, research questions, hypothesis, significance, scope and operational definitions of terms. Chapter Two will review relevant conceptual, theoretical and empirical literature on employee reskilling programmes and workforce adaptability. Chapter Three will present the research methodology, including the research design, population, sample size, sampling technique, research instrument, validity, reliability and method of data analysis. Chapter Four will present, analyse and interpret the data collected from respondents and test the research hypothesis. Chapter Five will present the summary of findings, conclusion and recommendations.

Project – Effect of Employee Reskilling Programmes on Workforce Adaptability. A Study of MTN Nigeria Plc, Lagos