Talent Retention Challenges and Management Strategies in the Nigerian Non-Governmental Organisation Sector: Evidence from Humanitarian Operations in Borno State

This study investigates talent retention challenges and the management strategies deployed by non-governmental organisations (NGOs) operating humanitarian programmes in Borno State, North East Nigeria. The humanitarian sector in the Lake Chad Basin region presents one of the world's most demanding operational contexts for HR management, characterised by security risks, resource constraints, high emotional labour demands, and intense competition for skilled local staff. The study employs a qualitative-dominant mixed-methods design, with in-depth interviews from 20 HR managers and programme directors from international and local NGOs complemented by survey data from 90 local Nigerian staff members. The study draws on Conservation of Resources Theory and the Total Rewards Framework as analytical tools. Findings reveal that local staff retention is most severely challenged by the combination of salary differentials between international and national staff at comparable responsibility levels, emotional burnout from humanitarian work exposure, and limited career advancement pathways within NGO structures. Security-related staff relocations also generate family disruption stresses that drive voluntary exits. NGOs with structured duty of care programmes, including psychological support, equitable compensation reviews, and clear promotion ladders for national staff, demonstrate measurably lower attrition rates. Recommendations include formalising national staff career development pathways, harmonising total reward structures, and developing sector-wide duty of care standards. This research provides HRM evidence specific to humanitarian operations in conflict-affected North East Nigeria. Keywords: Talent Retention, NGO, Humanitarian Sector, Borno State, Staff Wellbeing.