NOSAK GROUP – pioneering survival strategies for businesses in a recession through Learning and Development


The current economic variables playing out within the Nigerian business hemisphere have forced organisations to transition in order to survive and still maintain a portion of the market share. This has equally given rise to innovations as regards strategies for survival, which will hopefully mitigate against a future reoccurrence.

The Head Training – Nosak Group; Mrs Igie Odozi stated that this reality not only impacts businesses directly in terms of market share but affects to a larger extend the owners and drivers of the business. The major stakeholders in this endeavour are the owners and the employees. In situations such as the one business owners and organisations have found themselves in this country, the organisations will have to grapple with issues of shrinkage of the market, downsizing, cost savings/reduction in order to remain afloat while employees on their part are up and doing in seeking for greener pastures in other organisations to mitigate the risk of job losses. This to a large extent accounts for the current high level of employee turnover in organisations.

For organisations willing and seeking to remain afloat while running profitably, the key is to imbibe a culture of learning.  Training programmes for human capital development are now channelled towards ensuring the effectiveness of employee contributions to the success of the business. Consequently, smart organisations now adopt more effective solutions in workforce engagement through the retention of their critical talents. This is only achievable by continuous investment in learning and development. Learning and development continues to be a practice that requires a substantial chunk of investment and organizations that fail to adjust their learning management practices and solutions will struggle endlessly with declining organizational growth or productivity.

Nosak Group as a world class company, an innovative cum leading brand in industries is an advocate of this smart solution of investing heavily in continuous learning and development of its workforce using the best of technology and content. A recent study revealed that leading companies like Nosak Gorup are taking it further by leveraging on social learning activities; mobile learning solutions etc thereby consistently increasing the budget size for learning and development. This has equally given rise to a paradigm shift whereby there is a transition from the traditional context of strictly controlling approach of the workforce to the innovative approach of engaging and seeing the workforce as partners in the business.

The traditional methods of learning are also being abandoned in favour of more effective learning solutions based on cutting edge technology, which engages talent and improves performance.

In the present scheme of things, our approach at Nosak Group to organizational development are:

a).     Prioritizing the Individual employee.

b).     Development and Re-training key talent as a strategic business       priority leading to business growth.

c).     Strengthening partnership between the Group and our workforce. This makes us not to be overly “controlling” but one that views her employees as collaborators for success.

It is in line with this paradigm shift by the management of Nosak Group that a World class, fully equipped Training School was commissioned on March 15, 2017 to serve not only the needs of the Group but other organisations willing to key into this initiative. At the flag off of this laudable initiative; Group Chief Operating Officer – Thomas Oloriegbe appreciated the management team for the giant step taken to properly equip the training school with the latest technology offerings. This is geared towards impacting knowledge and empowering the work force in their respective disciplines.


Most employees are faced with the challenge of trying to convince the powers-that-be at work that they are ready for, deserve, and should be given a bigger job: the grown-up versions of whining and/or “but so-and-so got it”; most of our kids do while growing up to get us let them do some things on their own, don’t work at all in the work environment.  In other words, hounding your boss at every turn about how much you want a promotion, acting sad or disengaged when it doesn’t happen, making the case that you deserve a promotion based on tenure, or on peers having gotten promotions – these things won’t work, and will in fact probably hurt your chances.

So, how do you show your boss that you’re truly ready for a promotion? Assuming there’s a promotion available; these five things will set you up for success:

1)   Demonstrate that you’re not overwhelmed –

Many people seem to think that looking totally slammed all the time makes them seem committed and hard-working — ready for something more. But it generally has exactly the opposite effect. Staying late every night, running into meetings at the last minute, talking about how much work you have piled up and how you haven’t taken a real vacation in x years – that just makes you look as though a) you’re not managing your time very well, and b) there’s no possible way you could do anything more.  And that’s a problem. If you’re looking for a promotion, and you seem like you’re barely hanging on in this job, why would anyone think you’re capable of a bigger one? Instead, first stop talking about how overwhelmed you are. Then figure out how to streamline your work and/or make best use of your time, so that you can be calmer and more collected (especially when dealing with people at the next level up).  And if your job truly is too much for one person to handle well in a reasonable number of hours per week, bring your boss a proposal for shifting, simplifying, or sharing your work that’s feasible and will support the department’s success.

2)   Volunteer for things that help the whole company –

Once you’ve opened up a bit of time and aren’t feeling like the proverbial headless chicken, you’ll have the bandwidth to notice projects or initiatives that are being created to help move the company forward.  Raise your hand to be included, especially if it’s in an area where you have passion, expertise, or both.  For instance, let’s say you’re deeply versed in e-commerce, and there’s a cross-functional group being put together to figure out how to create a better mobile presence for your products.  Offer to help.

3)   Look the part –

This may seem superficial, but it is fairly important, for better or for worse. Every company has dress and grooming codes (usually implicit vs. explicit) and what’s expected changes as you move up the ladder.  For instance, it might be OK for an assistant (male or female) to wear canvas flats, an Old Navy sweater, and hair pulled back into a pony tail; that’s probably not how a senior vice president shows up.  Notice how people one or two levels above you in the organization (especially people who you view as having a lot of potential for further success) are dressing and grooming themselves, and evolve your style as needed.  Don’t try to be somebody you’re not – just up your dress and grooming game in a way that feels like you, but more senior.

4)   Make a business case for your promotion –

If you were trying to convince your boss to invest in a new piece of technology, you’d talk about how having it would improve the company’s service, or increase people’s productivity; you’d present the business case for making that investment.  In the same way, when you’re requesting a promotion or expansion of your responsibilities, you’re asking your boss and the company to invest in you, and you need to be able to make a compelling case as to why it’s a good idea for them to do that.  Too often, employees’ promotion requests are completely self-referential (“I’ve worked hard,” “I’ve been in this job for three years,” “Everyone who started with me has already been promoted”).  Instead, focus on how your promotion will help the company, your boss and the team, and be prepared to explain that to your boss in a simple, logical way.

5)   Do your current job astonishingly well –

If you do nothing else, do this. Many, many times over the years managers have told me about employees who are doing only a B or C job in their current position, and yet who come in to request promotions or more responsibility.  When the boss says (legitimately), that he or she first needs to see that the person can do their current job well, too often, the employee responds with some version of, “But my current job isn’t challenging enough/doesn’t showcase my strengths/ doesn’t give me a seat at the table.” I have never known a manager to whom this makes sense.  Trust me, he or she is sitting there thinking, Why on earth should I trust that you would be great at a bigger job when you aren’t great at this one? Doing an A+ job in the position you have now – not occasionally, but day in and day out – is the single best way of convincing your boss to take a chance on giving you a bigger job.

If you’ve been angling for a promotion and haven’t gotten one, and you’ve read through the suggestions above and thought, yeah, yeah – I know all this…. I’d suggest you stop for a minute and step back from yourself.  Have you really been doing these things, or do you just agree with them in theory?  You might want to ask someone you trust, who sees you clearly and will be honest with you.  When it comes to something as important as our career and how we’re trying to advance it, we can all be a little myopic at times.  On further reflection and with some outside input, you may realize you need to focus less on why a promotion would be good for you, and more on demonstrating why giving you a bigger job is a great investment for your company to make.


Never underestimate the value and reach of a loyal, repeat customer. Keep customers coming back for more and bringing their friends with them with these simple and smart tips.

For every organization, to succeed and retain its customers, the need for good customer relationship cannot be undermined.

Money can’t buy one of the most important things you need to promote your business: relationships. How do customer relationships drive your business? It’s all about finding people who believe in your products or services. And when it comes to tracking these people down, you have two choices:

You can do all the legwork yourself and spend big marketing dollars. But that’s like rolling a boulder up a hill. You want to drive your business into new territory, but every step is hard and expensive. There’s another less painful–and potentially more profitable-way…

You can create an army to help you push that boulder up the hill instead. How do you do that? You develop relationships with people who don’t just understand your particular expertise, product or service, but who are excited and buzzing about what you do. You stay connected with them and give them value, and they’ll touch other people who can benefit your business.

Powerful relationships don’t just happen from one-time meetings at networking events–you don’t need another pocketful of random business cards to clutter your desk. What you need is a plan to make those connections grow and work for you. And it’s not as hard as you think. Here are five essential tactics:

  1. Build your network–it’s your sales lifeline.

Your network includes business colleagues, professional acquaintances, prospective and existing customers, partners, suppliers, contractors and association members, as well as family, friends and people you meet at school, church and in your community.

Contacts are potential customers waiting for you to connect with their needs. How do you turn networks of contacts into customers? Not by hoping they’ll remember meeting you six months ago at that networking event. Networking is a long-term investment. Do it right by adding value to the relationship, and that contact you just made can really pay off. Communicate like your business’s life depends on it. (Hint: And it does! Read on.)

  1. Communication is a contact sport, so do it early and often.

Relationships have a short shelf life. No matter how charming, enthusiastic or persuasive you are, no one will likely remember you from a business card or a one-time meeting. One of the biggest mistakes people make is that they come home from networking events and fail to follow up. Make the connection immediately. Send a “nice to meet you” e-mail or let these new contacts know you’ve added them to your newsletter list and then send them the latest copy. Immediately reinforce who you are, what you do and the connection you’ve made.

You rarely meet people at the exact moment when they need what you offer. When they’re ready, will they think of you?

Only if you stay on their minds, it’s easier to keep a connection warm than to warm it up again once the trail goes cold. So take the time to turn your network of connections into educated customers.

  1. E-mail marketing keeps relationships strong on a shoestring budget. 

Build your reputation as an expert by giving away some free insight. You have interesting things to say! An easy way to communicate is with a brief e-mail newsletter that shows prospects why they should buy from you. For just pennies per customer, you can distribute an e-mail newsletter that includes tips, advice and short items that entice consumers and leave them wanting more. E-mail marketing is a cost-effective and easy way to stay on customers’ minds, build their confidence in your expertise, and retain them. And it’s viral: Contacts and customers who find what you do interesting or valuable will forward your e-mail message or newsletter to other people, just like word of mouth marketing.

  1. Reward loyal customers, and they’ll reward you. 

According to global management consulting firm Bain and Co., a 5 percent increase in retention yields profit increases of 25 to 100 percent. And on average, repeat customers spend 67 percent more than new customers. So your most profitable customers are repeat customers. Are you doing enough to encourage them to work with you again? Stay in touch, and give them something of value in exchange for their time, attention and business. It doesn’t need to be too much; a coupon, notice of a special event, helpful insights and advice, or news they can use are all effective. Just remember: If you don’t keep in touch with your customers, your competitors will.

  1. Loyal customers are your best salespeople. 

So spend the time to build your network and do the follow-up. Today there are cost effective tools, like e-mail marketing, that make this easy. You can e-mail a simple newsletter, an offer or an update message of interest to your network (make sure it’s of interest to them, not just to you). Then they’ll remember you and what you do and deliver value back to you with referrals. They’ll hear about opportunities you’ll never hear about. The only way they can say, “Wow, I met somebody who’s really good at XYZ. You should give her a call,” is if they remember you. Then your customers become your sales force.

If real estate is all about location, location, location, then business weather small or big is all about relationships, relationships, relationships. Find them, nurture them, and watch your sales soar.



The job search is no easy undertaking. Each step of the process gets harder, requires more work and is more stressful. It’s difficult to sell yourself to strangers and anticipate what they want to hear. What qualities would make you more desirable for a position?

Obviously, there are various potential answers to that question, but it’s not as big a mystery as you might think. Desired skills and experience vary for job to job, but there are universal qualities every employer looks for in an employee. We’ve outlined some of those key qualities and why they are so important to employers. Have a look and see if you can improve those qualities in yourself and learn to sell them more effectively to employers.

Communication skills

Earlier this week, we featured an article looking at the essential skills of all great leaders. In that piece we explained how communication skills are one of the most important and overlooked qualities in a workplace. But it’s generally not overlooked by employers. They want to hire someone who can professionally and effectively communicate their message or their work to co-workers, management and clients. Demonstrating that ability shows the value you can bring to any position.


Micro-managing is often looked at as a problem of the employer, but any employer hates having to monitor an employee who doesn’t have faith in their own work. A candidate can demonstrate the necessary skills and experience on paper, but they can fail to deliver in the actually position if they aren’t confident in their work. Self-confidence allows an employee to be innovative, take the initiative as well as the occasional risks. An employee with self-confidence inspires confidence in the employer.


Workplace relationships are extremely important for any position and at any level. Smart organizations thrive to have solid cooperation among all workers, so they tend to look for team players. Those who can share and collaborate with other often better their work and the work of their colleagues. Show employers you have a willingness to collaborate and they’ll want you on their team.

Tech savviness

Technology is becoming more and more significant for so many industries. The ways in which business is done is faster and easier thanks to the newest innovations. Boomers are often unfairly signalled out as a demographic who is behind in their tech savviness. To be fair, most boomers didn’t have access to a computer until their adult years, but that’s not to say they are lacking in the abilities more than anyone else. Each year there are new programs and software that employers need to become familiar with in order to stay current. Make sure you stay current. Stay up to date on your industry’s most significant tech, learn it and add it to the resume.


When you’re looking for a job, you can be forgiven for having only short-term goals in mind. Hopefully you’re in a position where you’re able to search for the right job, but for some, they need the ‘right now’ job. While that’s fair enough, you need to understand that employers want someone who’s looking for more than a paycheck. They don’t want someone who is looking to wind down the clock until retirement. They want someone who is not finished climbing the ladder, someone who wants to learn and try new things and someone is passionate. Let them know you see a future with their organization and make it easier for them to picture you as a part of the team for a long time.



Companies trying to increase productivity should offer their employees more wellness programs, a new study finds.

Workers who ate healthful meals and exercised on a regular basis had better job performance and lower absenteeism, research from the Health Enhancement Research Organization (HERO), Brigham Young University and the Center for Health Research at Healthways shows.

Employees who eat healthy all day long were 25 percent more likely to have higher job performance, the study found, while those who eat five or more servings of fruit and vegetables at least four times a week were 20 percent more likely to be more productive.

In addition, employees who exercise for at least 30 minutes, three times a week, were 15 percent more likely to have higher job performance.

Overall, absenteeism was 27 percent lower for those workers who ate healthy and regularly exercised and that their job performance was 11 percent higher than their peers who were obese, the study found.

Overweight workers experienced lower job performance and higher absenteeism, compared to those employees who suffer from depression and other chronic diseases or conditions.

“This latest study investigating the link between employee health, performance and productivity reinforces the business case for employers to provide comprehensive, evidence-based health management programs for their work force,” said Jerry Noyce, president and CEO of HERO.

Carter Coberley, vice president of Health Research and Outcomes at Healthways, said more and more employers are defining individual well-being through the performance and productivity of their work force.

“Well-being is gaining recognition as an important measure that relates both to the quality of life of individuals as well as to financial measures that are important to business and government leaders,” Coberley said.

“Well-being can also serve as an important business success metric through its demonstrated relationship to employee absence and job performance as measured in multiple large employers,” he added.

The study was based on data from three geographically dispersed U.S. companies, representing 20,114 employees who completed a work-related survey each year from 2008 through 2010. It was published in this month’s Journal of Occupational and Environmental Medicine.