The impact of the Covid-19 pandemic has been deep and pervasive, casting a shadow across every facet of life around the world since it first appeared on the global scene in early 2020. One of the most obvious, and dangerous, trends have been dubbed, “The Great Resignation” – and its impact is being felt acutely in the nonprofit community.
In a sector that has long struggled with attracting and retaining great staff due to a lack of competitive compensation and benefits packages in comparison to corporate businesses, the added stress has only exacerbated the situation. All too frequently, national media headlines tout, “Labor shortage hits nonprofit organizations harder than other business sectors.”
Is the glass half full?
Statistics reported by Forbes Business Council in April 2021 point out that more people quit their jobs during any month of the pandemic than had previously resigned in almost a century. And nonprofits lead the list! Even before Covid, the voluntary annual turnover was 19% for the nonprofit sector, as compared to 12% voluntary turnover in the corporate world.
But the news is not all bad – there is plenty of room for optimism. That’s because surveys are being conducted and data gathered that can provide critical insights for nonprofit leaders. If there is anything we have all learned from the circumstances driven by Covid, it is that those organizations that embrace change will eventually survive and thrive. It seems as if “flexibility,” “pivoting,” and “rapid change” became the most commonly used words in the English language beginning in March 2020! But of course, these are not just catchphrases, they represent key insights leading to new behaviors as demanded by the pandemic.
What drives retention in the nonprofit community?
Most nonprofit employees, especially those on the frontlines with careers in human services, often feel overworked and underpaid. But some steps can be taken to help ease the burnout.
While surveys report that the three most prominent issues are salaries, access to childcare and concern over vaccination policies, nonetheless, these can be addressed thoughtfully if the approach is open, accommodating and innovative.
In other words, leaders who listen and respond; who are empathetic and inspirational; who serve as coaches and mentors are on the best track for building a strong culture and developing a nurturing atmosphere where people feel included, fulfilled, and participatory.
You can turn challenges into opportunities when you ask what your employees value.
While salaries matter, and raising wages is always a priority, these are not the only determining factors for recruiting and retaining dedicated employees.
In fact, employees commonly report that other issues that they rate as important include:
- Trusting their leaders
- Following a great mission and vision
- Feeling engaged in the work of the organization
- Recognizing opportunities for personal growth
- Having flexible working schedules
- Enjoying a healthy work environment
- Having access to tools and resources
- Feeling respected and essential
It is not hard for employees to leave toxic, unproductive, stressful work situations. But when they are actively involved in decision-making that affects them and the organization, when their opinions are sought out, when they feel integral to the success of the organization, and when they are recognized and rewarded for their efforts, then it is much less likely that they will seek to make a change.
What are you doing about the great resignation?
Some details presented here were found at:
“The Great Resignation” and How to Address Nonprofit Staff Turnover.” Anna Lipscomb. Winkler Group.
“Labor Shortage Hits Nonprofits Harder Than Other Business Sectors.” November 19, 2021. National Council of Nonprofits.
“The Scope and Impact of Nonprofit Job Vacancies.” November 15, 2021. National Council of Nonprofits.
