In the evolving landscape of associations and non-profits, the art and science of people management are crucial for achieving mission-driven success. These organizations face unique challenges in attracting and retaining talent, yet they also hold distinct opportunities to foster purpose-driven workplaces that outshine private-sector competitors in areas beyond compensation. 

This article explores actionable strategies to address these challenges, leverage strategic advantages, and prepare leaders to manage and inspire diverse, multigenerational teams. Let’s reimagine how association executives and non-profit leaders can lead their teams toward extraordinary results. 

The Talent Conundrum: Challenges and Opportunities 

Non-profits and associations often contend with the perception that they cannot compete with private-sector compensation. While this is a significant challenge, it also opens the door for innovation in attracting and retaining talent. In fact, according to a 2023 study by the Society for Human Resource Management (SHRM), 71% of employees are willing to take a pay cut to work for an organization whose values align with their own. 

Finding and Attracting Talent 

In a competitive labor market, purpose and mission can be compelling differentiators in attracting and retaining talent.  Non-profits, inherently mission-driven, have a natural advantage in this regard. When crafting job postings, lead with your mission and highlight how the role connects to meaningful outcomes. 

Retaining Talent 

Retention hinges on more than paychecks. Professional growth, connection to purpose, and opportunities to develop diverse skills are critical. Gallup reports that employees who strongly agree their organization supports their growth are 2.5 times more likely to be engaged (Gallup, 2022). Develop tailored growth plans. Ask employees, “Where do you see yourself in three years? How can we help you get there?” Commit to their growth through clear career pathing, stretch projects, mentorship, and/or educational opportunities. 

Building a Competitive Advantage Beyond Compensation to Attract and Retain Talent 

Non-profits and associations have strengths that private-sector organizations cannot replicate. Leaders can amplify these unique aspects to build a robust employer value proposition (EVP). 

1. A Clear Sense of Purpose

Employees are increasingly seeking meaning in their work. By emphasizing your mission’s impact, you can attract and retain those who are motivated by purpose. 

Actionable Tip to Attract:
Transform your job postings into storytelling opportunities by weaving your company’s purpose into every aspect of the job description. Pair this with testimonials or short quotes from current employees who share how they feel connected to the company’s mission. 

Actionable Tip to Retain:
Incorporate “mission moments” into meetings where you share stories of impact, whether from members or the communities you serve. Let employees see how their work drives meaningful change. 

2. A Strong Culture of Collaboration

Non-profits often foster tight-knit, collaborative cultures. This can serve as a powerful attraction and retention tool. Take the time to showcase how collaboration and support play an integral role in everyone’s daily work. 

Actionable Tip to Attract: 

Incorporate a “Meet the Community” step into your hiring process by hosting a virtual or in-person group meet-and-greet with team members from across the organization. This casual, interactive session allows candidates to experience your tight-knit culture firsthand. 

Actionable Tip to Retain:
Encourage cross-departmental projects where employees can build relationships and diversify their skills. For instance, create task forces to address organizational challenges, allowing employees to contribute beyond their immediate roles. 

3. Opportunities for Autonomy and Innovation

Non-profits are often less hierarchical than private-sector organizations, offering employees more opportunities to see their impact and innovate. 

Actionable Tip to Attract: 

During the short-listed interview stage provide a brief overview of a current challenge or growth opportunity your organization is exploring and invite candidates to “Pitch Their Ideas”. Be sure to give the candidate prior notice and time to prepare before they are expected to present their ideas in the interview.  

Actionable Tip to Retain:
Adopt agile management techniques. Let employees share the leadership role on various projects, implement new ideas, and take ownership of outcomes. Celebrate team and individual successes in visible ways, such as all-staff meetings or newsletters. 

4. Flip Generational Biases into Seeking to Understand the Individual 

Generational diversity in the workplace offers incredible opportunities, but it can also lead to misconceptions about the traits, motivators and ideologies of each generation. Rather than viewing these traits as challenges, leaders should reframe their perceptions and seek to understand the deeper motivations driving each generation: 

• Boomers are often perceived as eager to exit the workforce; however, many are seeking meaningful ways to contribute during the latter stages of their careers. 

• Gen X is sometimes seen as skeptical or resistant to authority and change. Known as the “Latchkey Generation,” they grew up valuing independence and self-reliance, which can be harnessed by leveraging their stability, resourcefulness, and pragmatic approach to leadership and problem-solving. 

• Millennials are frequently labelled as job hoppers, yet most are searching for an organization which they feel deeply values purpose, flexibility, and opportunities for growth. 

• Gen Z is sometimes accused of prioritizing work-life balance over-ambition, but they are drawn to workplaces that emphasize and support mental health, equity, and personal fulfillment. 

Actionable Tip to Attract: 

Develop a specific section on career site titled “Your Unique Journey with Us” that highlights how your organization supports and values employees at every career stage. Include tailored examples of initiatives or benefits that speak to each generation’s preferences and needs. 

Actionable Tip to Retain:
Implement quarterly “stay interviews” to uncover individual motivations and needs. Ask questions like, “What inspires you in your work?”, “If you could design your ideal workday here, what would it look like, and what’s one change we could make to bring you closer to that vision?”. This approach builds trust and enables personalized growth and retention strategies. 

While generational insights can provide helpful context, it’s essential to look beyond these broad categories and understand each employee as an individual—recognizing their unique skills, interests, motivators, and passions—and using this personalized understanding to create a tailored employee experience that empowers them to achieve what matters most to them within the organization. 

Equipping Your Leaders to Drive these Changes 

In 2025, associations and non-profits must prioritize leadership development as an essential part of their talent strategy. Equip your leaders to: 

• Have meaningful, individualized conversations with employees. 

• Recognize and mitigate biases, including generational assumptions that are holding them back. 

• Foster a culture of psychological safety where ideas can flourish, and employees feel valued. 

It’s clear that at the heart of retaining and inspiring talent lies effective leadership. Often promotional decisions for managers are based on highly technically skilled individuals, without equipping them with the tools to lead people effectively. This causes a missed opportunity, especially when leadership can be the differentiator in attracting and retaining talent. 

Example Leadership Development Strategies 

• Personalized 1:1 Coaching, Personality Surveys and 360-Degree Feedback: Offer tailored individual coaching, use feedback tools and personality assessments to help leaders understand how their management and communication styles impact their teams and peers. 

• Group Training: Train managers to set clear goals, provide meaningful feedback, and celebrate achievements consistently. Provide training in interpersonal skills such as emotional intelligence, communication, and active listening to help leaders connect with their teams on a deeper level.  

As Jim Collins famously wrote in Good to Great: “The good-to-great leaders never wanted to become larger-than-life heroes. They never aspired to be put on a pedestal or become unreachable icons. They were seemingly ordinary people quietly producing extraordinary results” (Collins, 2001). 

In the non-profit and association world, leaders have the opportunity to build the workplace they’ve always dreamed of by investing in their people, fostering purpose-driven environments, and leading with empathy and vision. By doing so, they not only elevate their organizations but also drive meaningful change in the world. 

As we look ahead to 2025, we encourage association and nonprofit executives and leaders to make a commitment to implementing the actionable tips we’ve shared. By embracing these strategies now, you’ll be better positioned to attract and retain the right talent for your organization. Take the opportunity to assess your practices at the start of the new year and identify areas where you can ‘shake things up’ and rejuvenate your approach to talent management. In doing so, you’ll ensure your organization is aligned with the evolving landscape of work while also fostering a dynamic and engaged workforce for years to come.  

Looking for additional support with adopting these strategies? For the past 20 years, MaxPeople has been providing tailored HR, Training, Recruitment, and Employment Law services to meet the unique needs of associations and non-profits. Supporting organizations across Canada, we are proud partners of the Canadian Society of Association Executives (CSAE), helping associations achieve their goals with personalized solutions. Contact us today to learn how we can support your organization’s success! 

This article is written by Johanna Van Bilsen, Training Practice Lead for MaxPeople. For more information about fractional HR services, email [email protected] or call 1.888.709.1236

Bibliography: 

• Collins, J. (2001). Good to Great: Why Some Companies Make the Leap… and Others Don’t. Harper Business. 

• Gallup. (2022). State of the Global Workplace Report. 

• SHRM. (2023). Employee Experience Survey. 

For more information about fractional HR services, email [email protected] or call 1.888.709.1236