Employee Surveys

Important factors to consider when conducting employee surveys

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Employee surveys are tools used by management to gather input on and measure employee engagement, morale, and performance.

What exactly is an employee survey?

An employee survey is a form of survey questionnaire used to gather comments and reviews, as well as to assess employee mood and morale, level of involvement, and achievement. Employee surveys are generally utilized by HR and management personnel of a business, to urge employees to comment on their positive and negative experiences without reluctance.

Important factors to consider when conducting employee surveys

1. Define survey objectives.

What do you hope to accomplish with your surveys? Do you want to know how engaged your employees are? Or any areas for development in your employee processes? You’re ready to go once you’ve discovered it. A survey with no purpose is useless to anyone. Begin by defining specific goals, and then proceed.

2. What are you attempting to quantify?

Set up the appropriate indicators for the data you want to collect. Determine what you should measure to improve with the end aim in mind. This will aid in the development of specific action plans, for improved results.

3. Maintain a framework

Some organizations do annual surveys, while others conduct them routinely. Define the frequency based on your needs and requirements. Determine how surveys will be conducted, whether function- or team-based, online, or offline, and create your questionnaires accordingly.

4. Make use of a survey instrument.

Using an online employee survey tool like QuestionPro Workforce is an excellent option. It is stable, has a library of hundreds of survey designs, and offers good customer service and training. The program will handle all the heavy lifting, such as scheduling questionnaires, collecting data, providing reports, and so on, leaving you with data and plenty of time to focus on your people operations.

5. Maintain their anonymity.

If employee surveys are genuinely anonymous, employees will provide honest and candid feedback. If they do not believe the surveys would be anonymous, they may be reluctant to provide you with any information. This could be due to manager fear, backlash during appraisals, and so forth.

To ensure that your employee surveys are anonymous, and that all employee data is safe and secure, use an employee survey software or platform.

TYPES OF EMPLOYEES SURVEYS

1. Employee Engagement Survey

Employee engagement measures how enthusiastic and connected individuals are to their organization. It reflects how motivated employees are to go above and beyond for their organization, as well as how devoted they are to staying there.

2. Employee Experience Surveys

Survey employees throughout the employee lifecycle to learn more about their experiences at your organization.

  • Survey of Candidate Responses

While they may not be an employee yet, a candidate’s experience with your organization throughout the interview process is critical. This feedback can inform you how most candidates learned about your job vacancies, what piqued their interest in the role, and how they felt about the hiring process.

  • On-boarding Survey

First impressions matter, and your employees’ onboarding experience is no exception. These surveys are typically not anonymous, because the employee-specific answers might lead to in-depth discussion and action planning.

  • Exit Survey

Exit surveys can help you learn how employees in transition perceive your firm. You should look for a departure survey that provides information on why employees are leaving, where they are going, and how they felt while working for your organization.

3. Employee Effectiveness Surveys

Employee feedback surveys are designed to provide individuals with honest input that might help them define goals for future development. Employee effectiveness surveys provide individuals with direct and honest feedback from their colleagues. Rather than being used for performance review, this information allows the individual employee to understand where they thrive and where they need to improve.

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POLICY CHANGES: How It Should Be Done

The 15 Commandments of Job Offer Negotiation

Policy Changes

POLICY CHANGES: How It Should Be Done

by with No Comment General

Policy changes refer to incremental shifts in existing structures, or new and innovative policies (Bennett and Howlett 1992). Change is a constant in our lives, whether it be in industries, technologies, or diverse sectors such as transportation, education, health care, or social policy. However, we know very little about when and how change occurs. Since 2008, policymakers in the Organization for Economic Cooperation and Development (OECD) countries have faced a severe economic crisis, but it remains to be seen whether this was a squandered opportunity.

As we’ve observed, policies frequently emerge out of people’s basic ideas about the world. As a result, they’re often difficult to change, and efforts to do so require patience, sensitivity, and hard work if they’re to be successful

How policies should get changed?

Policy changes are not easy to implement, and many people make mistakes when it comes to policy changes.

We’ve termed them the “Eight P’s” to make them simpler to remember: planning, preparation, personal contact, public pulse, positivism, participation, publicity, and persistence.

  • Planning: Strategic planning is vital to guarantee that your overall strategy makes sense and that modifying policies is a necessary and suitable aspect of it.

  • Preparation: Changing policy is one of the most challenging – but also one of the most effective – ways of improving a community or civilization. You must prepare in order to succeed. Conduct the appropriate research to learn as much as you can about the problem.

  • Personal contact: As former House Speaker Tip O’Neill stated, all politics are not just local, but also personal. Personal ties are essential for successful lobbying of any form, including policy change. If you can establish a personal connection with policymakers. However, with opinion leaders and even opponents, you may get your phone calls returned, have your voice heard, keep arguments calm, and maintain a degree of credibility considerably larger than if you were merely a name or a face.

  • The public (community’s) pulse: Take the pulse of the community to learn what citizens will favor, what they will oppose, and how to persuade them. You have a considerably better chance of success if you aim to reform policies in ways that the community will embrace, or at the very least tolerate, rather than challenging people’s fundamental values.

  • Positivism: The old adage, “You can catch more flies with honey than vinegar,” also applies to policy change. One strategy to emphasize the positive aspects of a proposed policy change is to give incentives (tax rebates, for example) for doing the right thing rather than punishment (special taxes) for doing the wrong thing.

  • Participation: Make an attempt to engage essential people, such as opinion leaders and trustworthy community figures, but focus on making your effort participatory. This will lend legitimacy to the initiative, foster community ownership of the effort, ensure that a diverse variety of views and information is considered when formulating a plan and action steps, and encourage community leadership of the effort.

  • Publicity: Use the media, the Internet, your community contacts, and your inventiveness to keep people informed about the work and the concerns while also maintaining a high profile. You want the community to be aware of your policy-change initiatives, to understand how and why you’re attempting to alter policies, and to recognize the importance of change.

  • Persistence: Policy changes can take time. You must monitor and analyze your action to ensure that it is having the desired effect, and you must adjust it if it is not. And if you want to be successful, you must be willing to work for as long as it takes. Policy reform, like all advocacy efforts, necessitates a long-term commitment.

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The 15 Commandments of Job Offer Negotiation

The 5 Steps in Risk Assessment You Should Know

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The 15 Commandments of Job Offer Negotiation

The 15 Commandments of Job Offer Negotiation

by with No Comment General

Have you recently received an invitation for an interview, for a position at a company you admire even more than where you currently work? The first hiring manager abruptly gets right to the point: “As you know, we’re looking at a lot of prospects. We hope that you feel the same way about us. Will you accept our offer if it is competitive?

Your dream job has been offered to you, but the pay is less than you feel is fair. You enquire about the flexibility of your future employer. She replies, “We don’t usually hire people from your background, and we have a distinct culture here. “This job is more than just a paycheck. Are you stating that you won’t accept it unless the pay is increased?

After three years of contentment at your current job, a recruiter keeps calling and urging that you might make considerably more money elsewhere. You’d want to request a raise because you don’t want to leave but you expect to be paid decently. Budgets are unfortunately tight, and your employer reacts poorly when individuals attempt to take advantage of outside offers. How do you behave?

Each of these scenarios is challenging in its own unique manner and serves as a metaphor for how difficult employment negotiations can be.

Here are 15 guidelines to help you through these conversations.

  1. Never undervalue the significance of likeability.

It may seem obvious, but it’s essential to remember that only those who like you will fight for you. The likelihood that the opposing party will attempt to improve your offer is decreasing, by any actions, you take during a negotiation, that make you appear unlikable.

The goal here is to manage the natural conflicts that arise during negotiations, such as;

  • asking for what you deserve without coming across as ungrateful
  • pointing out flaws in the offer without coming across as petty
  • being persistent without being obtrusive.

Through most cases, negotiators can avoid these mistakes by considering how others are likely to perceive their approach.

  • Help them comprehend why you are deserving of the request you are making.

Remember you will not always be liked just because you’re good at what you do, or you’re good-looking. Additionally, employers must think you merit the deal you seek. Never let your proposal stand on its own; always share the background information. Don’t just express what you want, an increase without giving genuine reasons. It might not be a good idea to make a demand if you have no justification for it. Remember the intrinsic conflict between being likable and demonstrating why you deserve more: If you haven’t considered how best to convey your point, merely stating that you are particularly valuable can come across as arrogant.

  • Don’t play hard to get.

If they believe you’ll ultimately reject their offer, they won’t invest the political or social capital necessary to win your approval, for a stronger or better offer. Who would want to act as another business’s mule? Make it known that you’re serious about working for this company, if you want to negotiate a better offer. By telling prospective employers you are being sought after by other companies, can sometimes make people want you. But the stronger you play that hand, the more likely prospective employers will think it pointless pursuing you. You should be discreet listing all your options as leverage, by explaining why—or under what circumstances—you would be willing to forego them and accept an offer.

  • Observe the one sitting across the table.

People bargain, not businesses. To influence the person seated across from you, you must first comprehend her. What personal interests and issues does she have? Bargaining with a potential boss, for instance, is significantly different than negotiating with an HR representative. You might be able to get away with asking the latter repeatedly about the offer’s specifics, but you don’t want to irritate a potential manager with what appears like mundane queries. On the other hand, although the HR might oversee recruiting 10 people and be hesitant to deviate from the norm, the boss on the other, who would gain more directly from your employment with the company, might advocate for you by making a specific request.

  • Know your limitations.

Maybe you are liked. Prospective employees might genuinely believe you are deserving of everything yet decide not to give you the job. Why? because regardless of negotiations, their rigid restrictions cannot be loosened, like pay caps. It’s your responsibility to determine where they are flexible and where they are not. A huge corporation, for instance, probably cannot offer you a better wage than everyone else, if it is simultaneously hiring 20 people who are identical to you. However, it may be flexible with regard to signing bonuses, vacation days, and start dates. On the other hand, if you’re negotiating with a smaller company that has never hired a person in your position, there might be room to change other things than the first pay offer or job title. The likelihood that you can provide solutions that address the issues on both sides, increases with your understanding of the limits.

  • Be always ready for tough questions.

Many job hopefuls have been confronted with challenging inquiries they had hoped to avoid: Do you have any other offers? Will you accept our offer if it comes tomorrow? Are we your preferred option? If you’re not ready, you risk saying something awkwardly evasive or, worse yet, untrue. I suggest never telling a lie during a negotiation. Even if it doesn’t, it’s still unethical because it frequently works against you. The other danger is that you could lose leverage if you try to please too many people when presented with a difficult question. The point being, you must be ready for inquiries and situations that could put you on the defensive, make you feel uneasy, or reveal your vulnerabilities. Answering honestly while avoiding an ugly candidate’s appearance and giving up too much negotiating power, are your goals. You probably won’t compromise one of those goals if you have already considered how to respond to tricky queries.

  • Rather than concentrating on the question itself, pay attention to the questioner’s intentions.

If, despite your preparation, someone approaches you from a direction you weren’t anticipating, keep in mind this straightforward principle: It’s not the question that matters, it’s the questioner’s intent. Although the enquiry is frequently difficult, the asker usually has good intentions. If a potential employer wants to know if you would accept a job offer the very next day, they might just want to gauge your level of enthusiasm for the position, rather than put you in a difficult position. It’s possible that an enquiry regarding your having other offers isn’t meant to reveal your unfavorable options, but rather to find out what kind of job search you’re making and what the possibilities of hiring you are like. Never assume the worst just because the question makes you feel awkward. Instead, provide an answer that speaks to your understanding of the question’s intent or, seek clarity on the issue the interviewer is attempting to address. Both of you will benefit if you have an honest dialogue with him/her about what he wants and demonstrate a desire to assist him in resolving his problem.

  • Think of the bigger picture.

Unfortunately, negotiating a job offer and negotiating a pay are often used interchangeably. However, you can negotiate other aspects of the job that may even be easier than income, which will account for a large portion of your job happiness. Keep your focus off money. Consider the worth of the full package, including the duties, setting, travel, adaptability of work hours, chances for advancement, benefits, encouragement of further education, etc. Consider not only how, but also when, you’re willing to be rewarded. You might choose to take a path that pays less richly now but will position you better in the future.

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The 5 Steps in Risk Assessment You Should Know

5 Common Compliance Problems In Business

Better Board Oversight of Corporate Culture

The 5 steps in risk assessment you should know

The 5 Steps in Risk Assessment You Should Know

by with No Comment General

Risk assessment is a methodical procedure for detecting hazards, and assessing any associated risks in the workplace, before putting into place feasible control measures to get rid of or minimize them. A risk assessment in general, is the process of identifying and analyzing potential events that could negatively impact people, property, and/or the environment, as well as making decisions “on the tolerability of the risk on the basis of a risk analysis”, while taking influencing factors into account.

What are the steps in risk assessment?

When conducting a workplace risk assessment, the Health and Safety Executive (HSE) urges businesses to follow steps:

STEP 1: Identifying risks, or anything that might be harmful.

Employers are required to evaluate the hazards to their employees’ health and safety. Your employer is required to routinely look for potential biological, chemical, physical, and mental dangers.

STEP 2: Decide who might be hurt and how.

Starting with the full- and part-time employees of your organization, determine who is at risk. Employers are also required to evaluate the dangers that agency and contract workers, guests, clients, and other members of the public may encounter while on their property. Employers must evaluate daily schedules, in all the many places and circumstances where their employees are engaged.

STEP3: Consider the dangers, then act.

This means that employers must consider where the likelihood of potential hazards may result in damage. Depending on this, the company may or may not decide to lower the level of risk. Some risks typically persist even after all safety measures have been taken. Employers at every point need to determine the level of risk; is it still high, medium, or low for each danger that exists.

STEP 4: Keep a record of the conclusions.

The principal conclusions of the risk assessment must be documented in writing by employers and at least five employees. This record will detail any risks identified during the risk assessment, as well as any steps taken to reduce or eliminate risk.

This documentation serves as evidence that the evaluation was completed and serves as the foundation for a subsequent review of working procedures. The risk analysis is a work-in-progress. It ought to be readable and accessible. It shouldn’t be kept hidden in a cabinet.

STEP 5: Examine the risk analysis.

Keeping an eye on a risk assessment is necessary to:

  • Make sure that established safe working procedures are followed (for instance, that supervisors and line managers abide by management’s safety directives)
  • take into consideration any new working procedures, new equipment, or more challenging work targets.

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5 Common Compliance Problems In Business

Better Board Oversight of Corporate Culture

How to write a business plan in seven simple steps

5 Common Compliance Problem In Business

5 Common Compliance Problems In Business

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Challenges with compliance will typically be highlighted, when accountable employees disregard one or more rules, practices or procedures that have been put in place for the smooth running of an organization.

COMMON COMPLIANCE PROBLEMS IN A BUSINESS

  1. Corruption
  2. Employee Conduct
  3. Impact on the Environment
  4. Management of Data
  5. Quality

WHY COMPLIANCE ISSUES MATTER

  • Compliance Demands Grow with Your Business: The term “compliance” in the business sense refers to a corporation fulfilling its legal obligations, frequently to safeguard the health, safety, and welfare of others. As your firm expands and concerns become more complicated, the value of compliance becomes clearer. Your duties in relation to your employees will be broadened to include hiring, firing, discrimination, harassment, safety, wages, payroll, and benefits.

  • Reduced Legal Issues: The most obvious benefit of compliance is that it lowers your chance of being fined, penalized, forced to cease working, being sued, or having to close down your business.’

  • Better Public Relations: When you comply with the law, one of the advantages is being able to highlight these accomplishments in your marketing materials and on your website.

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Better Board Oversight of Corporate Culture

How to write a business plan in seven simple steps

Ways To A Convenient Frugal Living

About us

Better Board Oversight of Corporate Culture

Better Board Oversight of Corporate Culture

by with No Comment General

Corporate culture is characterized by the implicit, unwritten standards, that generate expectations of how individuals in the corporate world, are expected to behave. It is mirrored in what individuals do every day, in what is cherished, emphasized, and neglected. Culture is also how businesses develop and safeguard value through people.


Intangible assets such as talent and culture, are currently estimated to account for 52% of a company’s market value, with some organizations accounting for as much as 90%. For these reasons, culture supervision is becoming an increasingly important problem in the boardroom, and understandably so.

The board is responsible for overseeing the numerous factors that constitute culture. Management is responsible for defining and embedding the correct culture for the organization in everyday operations, but the board must oversee and hold management accountable for how it is defining, aligning (to purpose and strategy), embodying, and reporting on culture.

Accordingly, a major board responsibility is to accelerate the talent agenda and activate culture as a strategic advantage.

1. Oversee the definition and alignment of culture with strategy.

Many CEOs struggle to define and implement the correct culture for their company. A corporate culture that is clearly aligned with the mission and strategy of a company enables and accelerates that strategy. When there is a lack of alignment, culture can drag the organization down. It is difficult to achieve new goals with old methods of operation. As a first stage, leaders should take the time to determine the cultural traits required to both realize and involve their people in the strategy.

2. Establish internal and external accountability for how culture is conveyed and lived.


Everyone in the organization contributes to the culture. Everyone is responsible for how they present themselves every day. It only takes one event or, in certain cases, one person to upend harmony, cause a wave of employee turnover, impair client relationships, or have an influence on the share price. Organizations must clearly identify the appropriate behaviors, manage performance in relation to those behaviors, and reinforce them through incentive systems. They should also be aware of, and address, the challenges of creating a cohesive, “borderless” culture in a global organization, where desired cultural attributes may conflict with local norms (e.g., speaking up in a culture where hierarchy and politeness reign) and language barriers may exacerbate difficulties.

3. Keep an eye on how culture and talent metrics are measured to keep track of how culture is changing.


To effectively control culture, boards must first identify and monitor the measures that best reflect a company’s culture’s health and strength. Culture is measurable; there are numerous methods for measuring it directly and/or indirectly.

4. Create a vision of intentional culture shifts to keep up with strategy shifts.


When strategy changes, culture must adapt. Consider a corporation that was previously focused on efficiency but is now moving its focus to innovation. The whole DNA of that organization has been constructed around formal structures and defined responsibilities, including its recruitment tactics, operational and incentive structures, and incentive structures. However, its future success will be determined by its ability to adopt an entrepreneurial, nimble posture and provide people with autonomy and creative freedom. To be successful, new ways of working, as well as new workplace attitudes and behaviors, must be practiced on a daily basis.

5. Question the board’s culture


The board sets the ultimate tone at the top in terms of corporate culture, not only in terms of how the board prioritizes and controls the company’s culture, but also in terms of the board’s makeup, dynamics, and culture.

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How to write a business plan in seven simple steps

Ways To A Convenient Frugal Living

Understanding Investment Selection Account

How to write a business plan in seven simple steps

How to write a business plan in seven simple steps

by with No Comment General

When written effectively, a business plan can help raise capital, inform decisions, and draw new talent

Companies of all sizes have one thing in common: they all started small. For those who are just getting started, starting small is the way to go. Learn how to make your first hire, deal with administrative issues, and set yourself up for success.


Writing a business plan is frequently the first step in taking an idea and turning it into a reality. As you write, your ideas begin to coalesce into a strategy, and a path forward emerges. However, business plans are not just for startups; established businesses can benefit from revisiting and rewriting theirs as well. In any case, formal documentation can help to motivate employees, entice investors, and inform future decisions.

The task of writing a business plan—a document filled with so much detail and documentation—can feel daunting regardless of your industry or the size of your team. Don’t let that deter you; there are simple steps to getting started.

What is a business plan and why does it matter?

A business plan is a formal document that outlines your company’s goals, direction, finances, team, and future plans. It can be geared toward investors in order to raise capital, or it can be used internally to align teams and provide direction. Extensive market research, competitor analysis, financial documentation, and an overview of your business and marketing strategy are all typical components. A business plan, when written effectively, can help prescribe action and keep business owners on track to meeting business goals.

Who needs a business plan?


A business plan can be especially useful during a company’s early stages of growth, serving as a guiding force amid the uncertainty, distractions, and, at times, rapid developments that come with starting a business. A business plan for an enterprise company should be a living, breathing document that guides decision-making and facilitates intentional growth.

You should have a game plan for every major commitment you’ll have, from early-stage founder agreements to onboarding legal professionals. You can’t go out on funding rounds or participate in accelerators unless you plan ahead of time.

How to make a business plan and seven components every plan needs
While there is no set format for writing a business plan, there are several elements that are typically included. Here’s what’s important to consider when writing your business plan.

1. Executive summary
The executive summary, which should be no more than half a page long, should briefly introduce your company and describe the purpose of the business plan.

Are you creating the plan in order to attract capital? If so, state how much you hope to raise and how you intend to repay the loan. If you’re writing the plan to align your team and provide direction, explain what you hope to accomplish with this alignment, as well as the size and state of your current team.

The executive summary should explain what your company does and give an overview of your financial health and major accomplishments to date.

2. Company description
To properly introduce your company, you must also describe the broader industry. What is the monetary value of your market? Are there market trends that will impact your company’s success? What is the current state of the industry and its potential for the future? Use data to back up your claims, and make sure to include all relevant information—both positive and negative—to give investors and employees a complete and accurate picture of your company’s environment.


Continue by describing your company and what it offers to its customers. Are you a sole proprietor, limited liability company, partnership, or corporation? Are you an established business or a fledgling startup? What is the composition of your leadership team, and how many employees do you have? This section should provide historical and future context for your company, including its founding story, mission statement, and future vision.

It’s essential to showcase your point of difference in your company description, as well as any advantages you may have in terms of expert talent or leading technology. This is typically one of the first pieces of the plan to be written.

3. Market analysis and opportunity
In order to complete a business plan, more time should be spent on research and analysis than on writing the plan itself. Understanding the market’s size, growth, history, future potential, and current risks is critical for your company’s success, and these considerations should be described here.
In addition, research into the target demographic of your product or service is essential. This could take the form of fictional customer personas or a broader overview of your existing and potential customers’ income, location, age, gender, and purchasing habits.
Though the research should be objective, the analysis in this section is a good place to reiterate your point of difference and the ways you plan to capture the market and surpass your competition.

4. Competitive analysis
It is critical to provide an in-depth analysis of your competitors in addition to explaining the elements that distinguish you from them.


This research should delve into your direct and indirect competitors’ operations, financials, history, leadership, and distribution channels. It should analyze these competitors’ value propositions and explain how you can compete with or exploit their strengths and weaknesses.

5. Execution plan: Operations, Development, Management
This section describes how you intend to carry out the tasks outlined in the plan. It should contain details about your organization’s structure as well as the day-to-day operations of your team, contractors, and physical and digital assets.

Include your company’s organizational chart, as well as more detailed information about the leadership team: Who exactly are they? What is their history? What are their contributions? Include the resumes of key members of your team.

Your startup’s execution plan should include how long it will take to start operations and how much longer it will take to reach profitability. It’s a good idea for established businesses to outline how long it will take to execute your plan and how you will change existing operations.
If applicable, include your strategy for recruiting new team members and expanding into new markets.

6. Marketing plan
As you scale operations or launch a new strategy, you must have a comprehensive marketing plan in place, which should be shared with your stakeholders and employees. This section of your business plan should outline how you intend to promote your company, attract customers, and retain existing clients.
Include brand messaging, marketing assets, as well as a timeline and budget for engaging consumers across multiple channels. Include a marketing SWOT analysis in your list of strengths, weaknesses, opportunities, and threats.
Evaluate the way your competitors’ market themselves, and how your target audience responds—or doesn’t respond—to these messages.

7. Financial history and projections
Within your business plan, you must disclose all finances involved in running your company. This is done so that your shareholders understand how you’re expected to perform in the future and how far you’ve come.


Your income statement, which details annual net profits or losses; a cash flow statement, which shows how much money you need to launch or scale operations; and a balance sheet, which shows financial liabilities and assets, should all be included.

An income statement is the measure of your financial results for a certain period and the most accurate report of business activities during that time, [whereas a balance sheet] presents your assets, liabilities, and equity. “It’s crucial to understand the terms correctly so you know how to present your finances when you’re speaking to investors.”

In addition, if you’re asking for funding, you will need to outline exactly how much money you need as well as where this money will go, and how you plan to pay it back.

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Ways To A Convenient Frugal Living

Frugal Living

Ways To A Convenient Frugal Living

by with No Comment General

Frugal living

The word “frugal” frequently has a negative connotation. Being frugal, however, is distinct from being stingy. A frugal way of living doesn’t have to mean sacrificing quality, despite the perception that it does. Instead, you can decide to practice frugal living in ways that will enhance your quality of life.

Understanding how to live within one’s means is the foundation of being frugal.

In simple terms, it refers to not going over your budget to get what you want. People attempt to fulfill the “Lagos life fantasy” far too frequently. They make some very catastrophic errors in the process. A high dependency on credit is one of the most frequent errors.

Ways to a convenient frugal living

  • Avoid Impulsive Buying – Spending money on an impulsive basis is called impulse buying. When this habit develops, the habit of making impulsive purchases, very few people can quit using credit cards or buying things on credit. It’s good to remember that “you probably don’t need it if you didn’t plan to get It”.
  • Don’t Compete with Others – Families on a very tight budget and lacking contentment would suffer because of their wish to keep up with “the Joneses”. It’s important to be content with what you have, thereby living within your means since that’s what you have anyway!
  • Do It Yourself – Paying others to complete simple jobs and tasks is a huge waste of money. Learning how to use a hammer, sew your outfits, post content on your social media handles and sites yourself, will help you save a lot of money. I know you like soft life; I love it too but soft life can be unnecessarily expensive sometimes.
  • Identify financial objectives – How will you know when you have arrived if you don’t know where you are going? Setting both short-term and long-term financial goals can give you a better chance of staying on track.
  • Spend On What You Need Not What You Want – Wants are typically centered on a trend or transient item, which is the only thing wrong with wanting something. You waste money on items that will just sit on a shelf if you give in to your impulses.

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Brain drain: Crisis looms in Nigeria’s health sector, doctors flee in droves

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Brain drain: Crisis looms in Nigeria’s health sector, doctors flee in droves

It is no longer news that Nigeria has a doctor-patient ratio that is more than five times lower than the World Health Organization, WHO, recommended. This impending crisis appears to have overwhelmed government officials, with no plan in place to deal with it comprehensively.

Despite this heinous pattern, the country continues to lose hundreds of doctors to brain drain each year, the most of whom go to the United Kingdom (UK).

The country has been grappling with a major migration of healthcare workers, including doctors, pharmacists, and nurses. Earlier this year, the Medical and Dental Consultants Association of Nigeria (MDCAN) revealed that over 100 of its members had departed the nation in the previous 24 months.

At least 5,600 Nigerian medical doctors have relocated to the United Kingdom (UK) in the previous eight years, according to health officials.

The amount was revealed by Uche Rowland, President of the Nigerian Medical Association, at a conference last week to explore brain drain in Nigeria’s health industry and its consequences for health care delivery.

Rowland cited insufficient health-care funding as one of the reasons experts are fleeing the country, stating that the Nigerian government contributed less than 5% of its annual budget to the health-care sector.

“The government has priorities,” he continued, “but we need to balance the equation and get serious about health investment.”

Dr. Robsam Ohayi, an associate professor who also serves as the Chief Consultant Pathologist at Enugu State University Teaching Hospital and the Dean of the Faculty of Basic Clinical Sciences Enugu State University College of Medicine, Parklane, Enugu, stated in a media interview that the future is grimmer than hopelessness.

Ohayi called the country’s health-care system as “bleak.” He offered a bleak image of the country’s medical practitioners’ working conditions, lamenting the fact that many specialists are fleeing to other nations.

“To put it mildly, the situation is bleak, to say the least. As I talk to you, multiple doctors from practically every specialty have departed the nation from various departments of our hospital. Many people depart for diverse destinations. Some went to Asia, while others went to the United Kingdom.

“It’s even more shocking since senior people, senior consultants, have departed the system.” And as those senior consultants depart or have left, even the students we are educating, bringing out, and graduating, the most they do these days is housemanship, and then they leave,” he explained.

“I have a whole lot of students who are very close to me, who I trained, who are currently in the UK,” he added. Out of the four of us in my department, at least two have left. As a result, it’s a really risky position.”

The Chief Consultant Pathologist went on to criticize the government (both federal and state) and policies for the health-care slump, adding that a variety of issues, including insecurity, the economics, and infrastructure, can lead to a move overseas.

According to him, the government has failed to address these challenges, such as insecurity and other structural failings that drive individuals to seek better chances abroad.

“Honestly, without appearing judgmental, I place the blame fully on the government and policy.” There is no policy on which we can rely. The government has shown little concern for ordinary citizens, those who go about their daily lives in the country. As a result, the government is to blame. People like to believe that when we talk about brain drain in the medical field, it is just for economic reasons; this is a deception. Some people are fleeing this country due of insecurity, while others are fleeing because they do not feel comfortable. Because of institutional inadequacies, some people are fleeing the country.

“So the government hasn’t gotten security right, the government hasn’t gotten infrastructure right, the government hasn’t gotten the economy right, so these are just a few of the things that are driving people away from this country.” “As a result, I blame the government,” he explained.

The famous pathologist requested the assistance of the press in recounting the consequences of brain drain in the health sector. He stated that the current status of the health industry is completely depressing.

“I believe the press should also assist us. On a typical day, the press can visit our clinics and tally the number of doctors present, as well as the number of patients waiting for these doctors. And, as I speak, patients arrive at the clinic at 7 a.m. and sometimes don’t leave until 5 p.m. So, what does this accomplish? It aggravates their health since the stress of waiting to see the doctor causes adrenaline to be released into their system. They haven’t even had a chance to rest. They would have degraded by the time you reached the stage of even providing treatment.

“In a typical clinic, a doctor or unit will see over a hundred patients in a single day.” People who work in the NHS and other locations may have few patients to see while abroad. You can see how horrible it is for both the doctor and the patient. Then you extrapolate it to see what it does to the economy.

Okay, so this individual who comes to the hospital and spends the entire day there is supposed to be a businessman, a public servant, or a farmer. He does not go to work on such a day; he engages in no economic activity. He makes no contribution to himself or to society. As a result, it’s a hopeless situation,” he bemoaned.