Last week I had the privilege of hosting a workshop with YNPN San Diego and during the evening’s discussion the question of turnover popped up.  Several people in the group asked about my perspective on young people in the nonprofit sector and high turnover – everything from moving between nonprofits to leaving the nonprofit sector for corporate employment.  Well, here’s my opinion (take it or leave it)…

Retention begins with culture and leadership.  What I mean by that is ask yourself is leadership (staff and volunteer) has intentionally created a culture that is welcoming and values all of its employees and volunteers?  Is is a culture where, if your staff doesn’t follow all the rules just as they are set they can walk right out the door?  Maybe everyone feels really appreciated. How would you describe the culture in which you work?

But why?

I prefer to work in and lead organizations that value leadership over management, which means balancing the organizational needs with how those needs are met. I hate being micromanaged and micromanaging others.  I like to know why decisions are made and how they are made – not because I am nosy, but because I want to learn.  To me leadership encourages these kinds of questions rather than a traditional, hierarchical approach – you’ll do it because I said so.  Frankly, I have parents who can get away with that mentality, but it isn’t going to work for me in a professional environment for very long.

Teach me how to be a better leader for your organization and we can grow together.

Flex it Up

Knowing that the next generation wants more flexibility in their work schedules and location, what do I care if someone works from a coffee shop?  Of course, if you have an office it is helpful to make sure people are actually meeting in person and available for other important conversations.  I do think that there is something to be said for personal contact that email and social media cannot replace.  However, if your best work is done on Fridays from your house or coffee shop and the work is getting done, I say go for it!

Every person has a different way that s/he needs to recharge. Personally, I want people to take a reasonable amount of time to do what they need to do for themselves so they have good energy to dedicate to the work.  That’s not to say there aren’t people who will take advantage of that, but I am willing to take that risk.

Movin’ on Up

We know that in development departments staff turn over can be very high – up to every 2-3 years staff are turning over.  In some cases, there aren’t opportunities for upward mobility and therefore, a trend is to go between various organizations to develop the necessary skills.  Sometimes people even return to their first organization with new abilities that will serve the mission. Just know that if there isn’t room to grow at your organization, folks might need to find a professional challenge elsewhere. Boredom is the worst.

Evaluation, Evaluation, Evaluation

In other cases staff are not feeling supported or heard.  Are there ways in your organization for staff to give safe, anonymous feedback to their supervisors.  Frequently, I have been evaluated, but rarely have I been able to evaluate those who manage me.  I feel the assumption here is that the “higher-ups” don’t have anything to learn or change. Well, now that I am in an executive director role, I know that’s not true.  I want feedback from our donors, staff, stakeholders, board members, and more.  It’s the only way I can do anything to fix problems and improve my work. As I say, if I don’t know there is a problem there isn’t much I can do to fix it.

If your organization doesn’t have a way for people to share their experiences in a safe environment (without fear of any kind of retribution or political impact) how can you learn what you need to do to keep quality staff?

I know some organizations conduct an exit interview, but I have to say I see this as a pointless gesture the majority of the time. If I am on my way out the door, why would I complain about what has happened?  Especially, knowing that the nonprofit community is small and that it will probably damage future relationships.  There has to be a better way and I think annual or semi-annual evaluations are the way to go. Even better, encouraging an organizational culture where there is safe, open and honest communication where dissension and challenge is encouraged, not squashed. It is actually possible.

Investment it a Two Way Street

Often when I am coaching people coming into or looking for a new job I prep them with questions for their interviews in organizations.  There are the obvious questions, but then there are the ones that people tend to ignore ahead of time and then complain about later.  The biggie is asking what the budget and/or opportunities for professional development are in an organization.

If I am going to stay with an organization I want to know what opportunities the organization is going to provide for my professional growth – is it conferences, workshops, coaching, professional association membership?  In the nonprofit sector we don’t get great pay or benefits most of the time, but there are lots of ways to reward staff and invest – they are your best asset.  Consider time off or staff fun days.  Be creative.

I always tell people – the organization should be investing in you as much as you are investing in them. What is your organization doing to make this a true statement?

Life Stages

Another important point about young professionals is that they are in transitional stages in their 20s and 30s for the most part.  They might be focusing on education, finding a life partner, buying a home, starting a family.  This list goes on.  Because their are so many personal changes, that may reflect professional changes.

I hear complaints from time to time that young people are too focused on money and that they are money-hungry compared to their Boomer counterparts.  Here’s my opinion – the cost of living and education is higher than ever.  Gen X and Y aren’t given the education and housing incentives of previous generations. What’s more, philanthropy and nonprofits are making it hard to stay in jobs with low pay and low incentives.  Sometimes it’s just not possible to make ends meet in that world – not everyone wants to live on canned beans.  I don’t. Paying your dues gets really old real fast when you are working up to three jobs at a time and being told that you are greedy.

Like everything I say, this isn’t true across the board, but it is something to consider before jumping to conclusions, making assumptions, or buying into stereotypes. We all have them, but we need to also put experiences into context.

Take a Look in the Mirror

If a staff member leaves your organization within 2 – 3 years of coming on, are you asking yourself as a staff or a leader what YOU could have done differently?  Maybe there were very good reasons that the person left that were underlying and not the actual reason s/he left.

If I look back at the reasons I left past jobs, it did not have much to do with my lack of passion for the cause or the people with whom I worked, or even the work itself.  Most of the time it came down to poor leadership.  There wasn’t an investment in me – and that includes telling me and teaching me when I was wrong.

Hey Philanthropy…

Oh, philanthropists, by the way, the only way nonprofits are going to best serve their missions is if they invest in quality staff that they can retain. Turn over is more expensive that paying for some additional workshops.  Foundations and other donors need to know that the only way nonprofits are really going to achieve their goals and meet your requirements is if they have the PEOPLE to help them do so.  Give some unrestricted dollars already or help nonprofit leaders understand that you actually care about this issue.  It is as much a nonprofit issue as it is philanthropy.

In Summary

I feel your organization is going to have much more success if you:

• Focus on leadership rather than management
• Answer the question how and why in decision-making
• Offer two-way evaluations
• Encourage and support professional development
• Understand trends in turn over
• Consider life stages and economics
• Sustain your staff through making sure they have time for themselves
• Invest in your staff as much as they invest in you
• Engage in self-reflection.

Your Turn

What do you think? Am I way off base or do you agree?  Share ideas of things your organization has done to support you that you really appreciate or share suggestions on what could be done better.