Toby TAIWO
They feel unsupported, undervalued, and invisible, which affects morale, productivity, service quality, and even customer satisfaction
For many Nigerians walking into a banking hall today, the first person likely to attend to them may not be a permanent employee. From opening accounts and resolving complaints to helping customers navigate digital platforms, contract and temporary workers now play a major role in Nigeria’s banking operations.
Yet despite their visibility and contribution, conversations around employee growth, workplace inclusion, and career development within the banking sector often leave them out.
According to a recent study titled: “Understanding the Role of Developmental HR Practices in Shaping Temporary Employees’ Motivation, Engagement, and Commitment in the Banking Sector,” which is carried out by a former banker, Oluwaferanmi Akinbola, these contract staff are not well treated by the banks.
He explained that the study examines how developmental practices such as training, mentoring, feedback, career support, learning opportunities, and workplace inclusion influence the motivation, engagement, and commitment of temporary employees working in banks.
“Over the years, banks have increasingly relied on contract staff, outsourced workers, and agency employees to maintain operational efficiency and reduce costs. From a business perspective, the arrangement may make financial sense, but from a human perspective, there are important concerns that deserve attention,” he said.
Akinbola noted that many temporary employees work under uncertain conditions for years, without a clear career path, despite performing responsibilities similar to those of permanent staff.
“In many cases, they perform the same duties as full-time employees but with fewer benefits, limited recognition, and reduced access to developmental opportunities,” he stated.
According to him, some temporary workers are excluded from important meetings, internal learning opportunities, and career development initiatives simply because of their employment status.
What makes the situation more concerning, he explained, is that these employees remain deeply connected to banks’ core operations.
“These workers interact with customers every single day. They represent the institution directly.
“So when employees consistently feel unsupported, undervalued, or invisible, it eventually affects morale, productivity, service quality, and even customer satisfaction,” he said.
“People naturally respond positively when they feel respected, included, and supported.
“Access to training, mentorship, constructive feedback, and professional development opportunities can significantly shape how employees feel about an organisation,” he explained.
“Employees want to feel that their contributions matter. They want opportunities for growth and a sense of belonging within the organisation,” he noted.
“If temporary employment continues to be associated with instability, exclusion, and limited development, it could deepen frustration among a generation already dealing with economic uncertainty,” he said.
