Boomers Are Ready for Nonprofits But Are Nonprofits Ready for Them?

by The Conference Board (a nonprofit organization in the United States)

While this 47 page report presents statistics for the United States, the information and strategies presented will aid Alberta nonprofits.

This report focuses on two parts, exploring the challenges and opportunities in managing an aging workforce in nonprofit organizations, and examining major research conducted over the past five years on key trends and issues concerning the mature workforce in nonprofits, but this summary will deal with only the former issue.

Although many nonprofit organizations, particularly the smaller and mid-size ones, lack the staffing capacity to develop younger leaders, the huge baby boom demographic represents a potential asset for nonprofit employers.

Baby boomers are healthier, more educated and wealthier than any previous generation — and more inclined to stay in the workforce if they have a job that is personally satisfying and improves the quality of life in their communities.

As well, the number of baby boomers already volunteering is higher than in past generations of the same age. And in some instances, older adults who volunteer are interested in becoming paid employees.

In fact many retiring boomers are looking for a mix of activities — combining paid work for an employer with volunteering for a different nonprofit organization. This means nonprofits could gain considerably, reaping the benefits of boomers’ professional or management skills and experiences both as employees and volunteers.

Challenges and obstacles

  • Leadership shortages could worsen as aging baby boomers retire and the nonprofit sector rapidly expands.
  • Nonprofits are growing rapidly in number, size, budgets and job creation.
  • As the nonprofit sector expands, leadership skills will be in even greater demand.
  • The nonprofit sector is at a distinct competitive disadvantage with the private and public sectors when it comes to recruiting management.
  • The high level of burnout, stress, and turnover reported at both executive and staff levels is an immediate factor that could impede both retention and recruitment of older workers.
  • The attitude of many nonprofits is such that recruiting older adults is not seen as directly relating to their organization’s success.
  • Lack of succession planning within nonprofit organizations.

Strategic Ideas and Actions for Nonprofits

  • Nonprofits need to be proactive in managing the challenges of a mature workforce.
  • The needs of a mature workforce must be incorporated into the organization’s broad goals and strategic plan, rather than be an isolated human resources issue.
  • Organizations need to adopt strategic workforce plans.
  • Organizations and their funders must invest in human resources development professional human resources expertise is needed to recruit talented, experienced boomers and create new, more professional volunteer and paid work roles.
  • Organizations must invest in senior management development and explore new sources of talent.
  • Organizations need to adopt and create flexible and part-time models of work that will attract and retain experienced boomers.
  • Organizations need to expand their sectors of recruitment to look outside the nonprofit sector.
  • Organizations need to share with each other best practice techniques.

The nonprofit sector faces tremendous challenges and hard work ahead if it is to attract and fully leverage the talent potential of maturing baby boomers.

It will require a major shift in thinking at all organizational levels and a commitment to devote the time and resources to human resource and leadership development programs and to the kinds of flexible work options that match the desires and interests of experienced workers.

Other sectors are gaining ground — nonprofits need to act now if they want to tap the growing talent pool of mature workers. The huge baby-boom demographic represents an enormous potential asset for nonprofit employers. Retaining and engaging the aging workforce and attracting even a small segment of this group for future organization needs could make a significant difference in nonprofits’ performance.

For the entire report check out the Conference Board website.

Last updated: July 31, 2009

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