3 Ways to Improve Culture and Reduce Turnover at Your Nonprofit
Employee retention is understandably top of mind for many leaders and business executives. This is no different for nonprofits. The Society for Human Resource Management reported that the voluntary turnover rate for nonprofit organizations was 19% in 2022 — higher than the 12 percent industry average of the overall labor market. This can be due to a confluence of factors – but there are ways to make working at a nonprofit attractive and rewarding. After all, those in the nonprofit field provide services to individuals and families in need – doing some of the most important, meaningful work for our communities and society.
While not all turnover can be prevented, there are strategies and programs nonprofit leaders can implement aimed at creating a culture where people feel rewarded, recognized, and, in turn, more loyal, productive and fulfilled.
At CJR, a Connecticut-based nonprofit that provides a full continuum of therapeutic treatment and support to young people and their families, we’ve prioritized several recruitment and retention strategies that have shown to make a demonstrable difference in strengthening our culture:
1. Evolve Your Brand
In 2023, CJR unveiled a new brand, including a new identity, mission statement and website, which reflect the organization’s evolution and growth in meeting current and future needs of youth and families across Connecticut. We designed CJR’s new look to represent the organization’s commitment to continue to build on the exceptional treatment, education and support for children, young people and families that have become synonymous with the brand, while remaining steadfast to the values that have guided the organization since 1904.
The refreshed brand identity offered an opportunity to more deeply connect with current audiences while expanding and building awareness of our work with new audiences. This work has been brought to life internally and externally, through various channels including our social media, annual report, website and marquis events, which all share stories of lives impacted and our staff’s dedication to doing whatever it takes.
2. Invest in Professional Development
Employees who see a pathway for growth are more motivated and committed to the organization's mission; and a reputation for investing in employees can make your nonprofit more attractive to high-performing candidates.
By equipping staff with up-to-date skills in areas like project management, fundraising and program evaluation, nonprofits can maximize their impact and operate more efficiently. As an organization that prioritizes promoting from within, developing leadership skills within the organization has helped build a pipeline of capable individuals who can step into roles of greater responsibility, ensuring long-term sustainability and organizational continuity.
Some things CJR offers are:
Extensive onboarding process. New employees partake in a week-long training program — part of which includes introducing staff to department heads and colleagues across the organization to kick off their careers with CJR, thus providing an understanding as to how the different service areas work together to deliver the mission.
Continued professional development. We utilize hands-on, on-the-job training; job shadowing; and mentoring to develop employee skills and experience, setting them up for success in their position.
Support for continuing education, including certification and licensure. CJR offers a variety of support for professional learning and development from an annual in-person conference for high performing employees to tuition reimbursement, and license prep and renewal reimbursement.
Networking opportunities CJR encourages participation in nonprofit conferences and industry events.
3. Give Employees Voices
Our people are our greatest asset. They are the ones making a difference — day in and day out. They are on the ground and closest to knowing the needs of our clients and their families. Having open lines of communication and creating a space where they feel safe and comfortable to share ideas and feedback, makes our programs stronger and more impactful. For example, we established CJR’s Cultural Responsive Committee — comprised of staff representing all levels of leadership as well as CJR board members — to not only foster an environment where diverse perspectives and backgrounds are celebrated and heard, but to also assess our readiness in supporting those we serve.
At CJR, we recognize people want to work where they know they’ll make a difference. Our team’s shared dedication to producing meaningful outcomes for our families and communities is at the foundation of our culture.
The preceding post was provided by an individual unaffiliated with NonProfit PRO. The views expressed within do not directly reflect the thoughts or opinions of NonProfit PRO.
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- Staffing & Human Resources
Daniel W. Rezende is the president and CEO of CJR, a nonprofit with a mission to provide the necessary therapeutic treatment and support to young people and their families to promote positive change and transform their lives through residential, wellness, community and education services. He is a mission-driven leader with a passion for bringing professionals and the community together to address the evolving needs of children, young adults and families so they can maximize their potential for growing into healthy, productive community members. He is also a member of CJR’s board of directors.
Dan recently celebrated his 40th anniversary with CJR, having joined the organization in 1984 and has been serving as the president and CEO since 2012. Dan is responsible for executing the organization’s strategic plan. As a licensed clinical social worker, he has deep expertise and years of hands-on experience in developing and managing residential- and community-based programs across Connecticut.
