Why Nigeria needs an equal employment opportunity commission

BY SAMUEL JEKELI

Nigeria’s labour space is evolving rapidly, yet its institutional framework for protecting fairness at work remains largely reactive. Employment disputes are increasing in volume and complexity, driven by economic pressure, workforce diversity, globalisation, and rising awareness of rights. Despite this reality, Nigeria still relies heavily on litigation and fragmented oversight to address discrimination, harassment, unfair labour practices, and systemic inequality. This gap points clearly to the need for a specialised equal employment opportunity commission designed for Nigeria’s unique context.

At present, workplace justice in Nigeria is pursued mainly through the courts. While the National Industrial Court plays a critical role, it intervenes only after harm has occurred. Litigation is costly, slow, and intimidating, particularly for junior workers, vulnerable groups, and employees in informal or weakly structured organisations. Many valid complaints never reach the courtroom, not because they lack merit, but because the process itself is inaccessible. An employment equality commission would shift the system from reaction to prevention, addressing issues early before they escalate into full-blown disputes.

One of the deepest problems in Nigeria’s labour space is the absence of a centralised body focused solely on employment equality. Discrimination issues are scattered across institutions with overlapping mandates. As a result, enforcement is inconsistent, and guidance is unclear. Employers are often uncertain about standards, while employees are unsure where to turn. A Nigerian EEOC would provide a single, recognisable authority responsible for receiving complaints, investigating workplace practices, issuing guidance, and promoting compliance across sectors.

Another pressing issue is the imbalance of power in the employment relationship. In many workplaces, especially in the private sector, employees fear retaliation if they speak up. Job insecurity, high unemployment, and weak internal grievance systems discourage reporting. A neutral commission with investigative powers would provide a safer entry point for complaints, protecting whistleblowers and ensuring that concerns are examined objectively rather than suppressed internally or ignored entirely.

The Nigerian labour market also struggles with systemic inequities that are difficult to resolve through individual court cases. Gender-based discrimination, exclusion of persons with disabilities, religious bias, ethnic favouritism, and age discrimination are often embedded in recruitment, promotion, and pay structures. Courts typically address isolated cases, but they are not structured to identify patterns across industries or regions. An EEOC-type institution could analyse trends, conduct sector-wide investigations, and recommend corrective actions that go beyond individual remedies.

Small and medium-sized organisations face a different but equally serious challenge. Many lack the HR capacity to design compliant policies or manage sensitive workplace issues effectively. Without guidance, mistakes are made, not always out of malice, but out of ignorance. A national employment equality body could issue practical guidelines, advisory opinions, and compliance support, helping organisations align with the law while improving their people management practices.

There is also the issue of court congestion. Employment-related cases add to an already stretched judicial system. Many disputes involve matters that could be resolved through mediation or corrective directives rather than full trials. An EEOC would act as a filter, resolving appropriate cases through conciliation and escalating only the most serious or unresolved matters to the courts. This would preserve judicial resources and reduce the emotional and financial toll on all parties involved.

Beyond enforcement, a Nigerian EEOC would play a critical educational role. Workplace fairness is not achieved by punishment alone. It requires awareness, training, and cultural change. Through outreach programmes, employer engagement, and public reporting, such a body could raise national standards and normalise fair employment practices as a core element of organisational success rather than a legal burden.

From an economic standpoint, the benefits are significant. High turnover, disengagement, and workplace conflict are costly. Organisations that operate in environments perceived as unfair struggle to retain talent and maintain productivity. A credible employment equality framework would improve workforce stability, enhance Nigeria’s labour reputation, and align the country more closely with international labour expectations, an increasingly important factor for investors and development partners.

The solution is not to copy another country’s model wholesale. Nigeria’s EEOC must be tailored to its legal system, labour realities, and institutional strengths. It should work collaboratively with existing bodies, focus on investigation and conciliation, and leave final adjudication to the courts. Its success would depend on independence, clarity of mandate, and professional credibility rather than excessive bureaucracy.

In the end, the need for a Nigerian EEOC is not about creating another institution for its own sake. It is about closing a critical gap in labour governance, protecting dignity at work, and building a system where fairness is enforced consistently, not accidentally. A labour market that works for everyone requires more than laws on paper; it requires institutions designed to make those laws real in everyday working life.

Samuel Jekeli, a human resources professional, writes from FCT Abuja.