The Dangerous Discount Between Higher Institutions And Employers – And The Way Forward -By Ejinkeonye-Christian Phebe

Nigeria produces millions of graduates every year, among whom are hundreds with a First Class Degree. Yet, despite this steady academic output, graduate unemployment remains consistently high. According to the International Labour Organization (ILO), youth unemployment in Nigeria stood at 6.5% in 2025 while civil society reports suggest that as many as 80 million Nigerian youths are without decent jobs. This paradox raises a critical question: “why does formal education no longer guarantee employability?” Each year, new companies emerge and both public and private advertise vacancies. Millions of graduates apply, hopeful that their years of academic training will finally yield results. Yet only a handful are selected, while the majority are left disappointed, frustrated, and uncertain about their future.

While students invest years in formal education with the expectation of being prepared for professional roles, many struggle to transition smoothly into the workplace. Employers, on the other hand, frequently complain that graduates are Ill-prepared for the demands of modern work and are compelled to spend additional time and resources retraining new hires. At the centre of this persistent challenge lies a dangerous disconnect between higher institutions and the realities of today’s labour market.

Historically, higher institutions were designed to serve as pipelines into the workforce. Degrees were meant to be evidence of workplace readiness, competence, and value. However, with the global advancement and need to remain competitive in the fast-changing marketplace, the nature of work has changed rapidly. Globalization, technological advancement, automation, and digitalization have fundamentally reshaped how organizations operate. As a result, businesses now require a workforce that is agile, innovative, and technologically competent. Unfortunately, many educational systems have not repositioned themselves appropriately to reflect these changes.

Employers no longer merely look for academic knowledge. They are looking for individuals who can think critically, solve problems, communicate effectively, readily adapt to change, and work with digital tools. Sadly, many academic programmes still prioritize theoretical mastery, cognitive learning, and examination performance over practical application. This leaves graduates fluent in theory but unfamiliar with workplace expectations. While they may understand concepts, they end up struggling to apply them in real-world scenarios. Employers then encounter these graduates who are intelligent and eager to work, yet insufficiently equipped for immediate contribution to the execution of company objectives.

This disconnect is not a neutral gap, but one that carries significant consequences. For graduates, the outcome are often discouraging. Many experience prolonged job searches, underemployment, or complete withdrawal from the labour market. Some are forced into job roles that have little or no relevance to their academic training, while others cycle endlessly through internships, volunteer positions, and short-term engagements without clear career progression. Increasingly, many graduates turn to entrepreneurship – not necessarily by choice, but by necessity. However, without the same labour-market-relevant skills that made them unemployable, they often struggle to build sustainable businesses. The same deficiencies that hinder their employability also limit their entrepreneurial success.

For employers, the costs are both financial and operational. Organizations are compelled to invest heavily in retraining staff, a process that consumes time, resources, and managerial attention, as well as reduces productivity in the short term. Some employers therefore resort to hiring based on referrals or prior experience alone, sidelining fresh graduates entirely.

At the national level, the implications are even more severe. When education fails to translate into employability, economic growth slows, youth unemployment rises, social discontent deepens, and the demographic advantage of a young population becomes a liability rather than a strength.

The problem facing Nigerians is not a lack of intelligence or potential. Rather, it is a lack of structure, exposure, and alignment. Curriculum review and implementation processes are often slow and bureaucratic, making it difficult to respond swiftly to changing industry needs. There is also limited collaboration between institutions and employers. Many universities and polytechnics design curricula in isolation, with little input from the industries that will eventually absorb their graduates. When there is no consistent connection or relationship between institutions and employers, academic programmes become increasingly misaligned with market realities. Students graduate without exposure to real tools, real problems, and real expectations of the workplace.

Compounding this challenge is the persistent poor perception of vocational and technical education. Despite its relevance to employability, skills-based education is often regarded as inferior to traditional academic pathways. This bias, hence, limits investment, innovation, and enrollment in technical fields, further widening the gap.

Contrary to popular belief, employers are not looking for graduates with “head knowledge” alone or impressive CGPAs without substance. What they rather seek are individuals with strong foundations and capacity to build upon them. Today’s employers value problem solvers, tech-savvy professionals, creatives, innovators, and individuals who can enhance the competitiveness of their organizations. They want graduates equipped not only with cognitive skills, but also with technical and soft skills that align with market demands. These competencies cannot developed through lectures alone. They require experiential learning, mentorship, collaboration, and consistent exposure to real work environments and tools, which remain underemphasized or entirely missing in many higher education programmes.

Fixing this disconnect requires intentional collaboration and systemic reform between organizations and institutions. Curriculum development must become more dynamic and inclusive. Higher institutions should work closely with industry experts to ensure that academic programmes reflect current and emerging skill needs. Industry relevance must be deliberately integrated into learning. Practical skill development should be embedded into teaching methodologies. Project-based learning must be prioritized, and education should not complete where affective and psychomotor learning are absent.

Experiential learning must also take center stage. Internships, apprenticeships, industry projects, and practical laboratories should be structured, supervised, and treated as essential components of academic programmes, not optional add-ons.

Furthermore, vocational and technical education must be repositioned and rebranded. Skills-based learning should be recognized as a powerful and necessary pathway to economic participation. When aligned with modern technology and market demand, technical and vocational education can provide faster, more sustainable routes to employment.

Employers, too, must play a more active role. Rather than lament skills shortages, organizations should engage institutions through mentorship programmes, guest lectures, curriculum advisory boards, and workplace training opportunities.

The future of work will continue to evolve, driven by technology, globalization, and innovation. Education systems that fail to adapt risk becoming increasingly disconnected from workplace realities. Bridging the gap between higher institutions and employers requires recognizing that both theoretical and practical learning are essential components of graduate employability and economic development. The way forward lies in collaboration, flexibility, and a shared commitment to relevance. When institutions and employers begin to speak the same language, graduates will no longer be caught in the middle. Instead, they will become critical drivers of economic growth, innovation, and Nigeria’s relevance in the global economy.

Ejinkeonye-Christian, a certified life coach, and business educator, is the CEO of Phebeon Consulting and Media Solutions Ltd, Nsukka, Enugu State, Nigeria (+234(0)708-048-0510; ceo@phebeon.com.ng).