In this article the authors argue that pay influences the sector-switching intentions of Millennial nonprofit managers and those with advanced education, but that pay does not necessarily influence the sector-switching intentions of rank-and-file Millennial staff members. This position is backed by data collected through surveys of the target populations referenced throughout the study. The article also suggests that the nonprofit sector is facing great challenges in attracting and retaining Millennial managers due to low pay.
I have personally observed the Millennial behaviors outlined in this article in my own department and I would not describe the challenge of nonprofits as one of compensation, despite the data. Based on the known characteristics of Millennials, e.g. inflated self-views, high need for praise and frequent job hopping, I would characterize the challenge and solution as a one of tempering employment expectations for new hires. Rather than fearing high-turnover, nonprofits can prepare and revise their onboarding, hiring, training and retention practices to reflect these generational differences. Regardless of one’s generation or education, intrinsic rewards remain a key driver for nonprofit hires, and the Millennial challenge to the status quo is more or less predictable.
LO 4: Apply communication-centered scholarship to strengthen communication effectiveness.
Comments