Baby Boomers and GenXers in the Non-Profit Workforce

Introduction

Non-profit employers that have hired experienced workers or retirees from for-profit and government positions find that these people bring passion plus critical functional expertise and business skills to their organizations. The workers themselves find both a sense of mission and work that is personally fulfilling. Non-profits that use Baby Boomer and GenX (BG) talent say they have gained tremendously, but they need to understand how to effectively recruit and manage that talent. And experienced workers who switch to the non-profit sector can do challenging and meaningful work there – after adjusting to sometimes significant changes. This report provides actionable advice for both groups.

To be sure, the current economic environment has hit non-profits hard — many are faced with the dual challenges of increased demand for services and a steep drop in funding, forcing them to cut their budgets and eliminate staff and programs. However, past experience has shown that the non-profit sector has withstood recessions reasonably well. At a time when the demand for social services is peaking, non-profits will need BG talent more than ever. And BGs interested in working longer will find in non-profits a way to use their generation’s talent and energy.

This report addresses issues important to both non-profit employers and the BGs who may want to work for them including:

Successful transitions of workers into the non-profit sector
Pathways to non-profit jobs: from volunteer to paid, through intermediaries or connectors, and through corporate programs
Flexible work models that benefit both employees and employers
Effective human resources management that features talent management strategies and new models of volunteerism

Tapping Into the BG Talent Pool

If you want to hire BGs, look to volunteers and board members, past and present. For the most part, non-profits and BG sector switchers connect through informal channels. In fact, BG volunteers were already filling critical roles at many non-profits. Many organizations engage adults age 50 and older as board members and in other volunteer roles.

Brand the organization as a place where people can learn and grow. The image non-profits project to the outside world is important and can play a key role in sector switchers’ attraction to non-profit jobs. Following the COVID pandemic, many BG sector switchers and job seekers said they are looking for more fulfillment and new challenges from work. If non-profits want to attract BG talent, they need to brand themselves as attractive places to work.

For example, the American Heart Association’s employment branding initiative is part of a multigenerational recruitment approach but has special appeal to mature workers looking to make a career change. The AHA has tapped into experienced sector switchers’ desire to give back and work in careers that offer challenge and opportunities for professional growth. A redesigned careers website updates AHA’s look and feel, and its marketing materials communicate a dual emphasis on its mission and on making the organization “a compelling place to work.” The website invites job seekers to explore various career options and view career profiles of current AHA employees. The branding initiative is not just about image —it’s backed up by substance. The AHA’s ‘American Heart University’ is a key pillar of its professional development program.

Offer flexibility and health benefits to make up for lower non-profit pay. Meeting pay expectations of those transitioning from higher income jobs is often the number one challenge for non-profits, regardless of size, type, or revenue. Offering flexible work schedules is an effective practice for attracting more mature workers as is offering tailored benefits to fit individual needs.

Case study results confirm the appeal of flexibility and the desirability for health insurance. Senior leaders at JEVS Human Services (Philadelphia) noted that ex-corporate executives, while attracted to the organizational mission and the notion of finding more meaningful work, were “stunned” by the salary differences between their corporate jobs and non-profit jobs. Nonetheless, in focus groups held at JEVS, sector switchers age 50 and older expressed their willingness to accept pay cuts, but often cited flexible work schedules and a good benefit package, particularly health benefits, as making up for lower pay.

A tailored benefit approach that considers the needs of different employee groups — such as those in second careers — and leverages those differences, can be particularly relevant in the current economy for non-profits competing against richer compensation packages offered by for-profit companies. For some employers, for example, monthly public transportation passes are a key benefit — both for experienced cluster managers, who work part-time, and for younger members, who volunteer full-time and receive a modest stipend.

Seek out individuals who combine passion with pragmatism. Clearly, individuals seeking to cross over from the private to the non-profit sector may be seeking greater meaning from their work, but they must be prepared to cope with fewer resources — a reality of life in most non-profits. Many organizations work to understand the business culture that experienced workers come from and what adjustments will be needed. This avoids false expectations, delusions of grandeur, and their potential growing frustration over little things and little perks they had in the for-profit world.

But don’t expect that passion to develop overnight. As important as passion is, non-profits shouldn’t expect immediate understanding of the non-profit’s mission or core values. Nor should they dismiss a job candidate who doesn’t exhibit that passion in an interview or even in the early stages of the job. Getting used to the non-profit culture, and acquiring a genuine understanding of the organization’s mission, can take time.

Provide training to encourage employee flexibility and growth. Flexibility works both ways. Many employers offer flexible work schedules as a way to attract and successfully transition BG sector switchers, but they expect flexibility on the individual’s part in return, and they provide training to support that flexibility and employees’ continuous learning and growth. Many employers cite flexibility to take on multiple roles as a very important quality of successful BG sector switchers.

Focus on transferable business skills and best practices. Pay attention to job design. Job design is a key factor in successful transitions, but it can be a challenge. While in some cases the transferability of skills is clear cut, in other instances, it may not be so obvious. Making it work takes imagination and vision. For example, experienced corporate executives coming from a sales background can successfully adapt their business expertise to a new field like managing programs to help people with disabilities.

Provide orientation processes to acclimate newly hired sector switchers to the non-profit culture. Managing the cultural differences between for-profits and non-profit can also be challenging for organizations. Orientation sessions can help. You have to have a set course of events for the transitioning. Most BGs have come from a very structured routine and coming into the non-profit sector is almost a 180-degree turn.

Make sure your board and top leadership play a role in transitioning new BG employees. Supportive boards and CEOs can provide strong statements of performance, directives on professional ethics, and a clear code of conduct. Non-profit executives can take a proactive role in lessening the culture shock for sector switchers.

Professionalize volunteerism to make the best use of BG skills. Clearly, volunteering can be an effective way for hopeful sector switchers to beef up their non-profit experience. However, unless volunteering is structured to facilitate transition to a paid position — if indeed that is the goal of the individual and the organization — the volunteering experience may represent a lost opportunity for both. Non-profits that have taken a strategic approach to managing their volunteers can reap the benefits.

Create environments that encourage multigenerational participation and teamwork. While some non-profit employers point to intergenerational challenges in managing transitions, they are strong in their agreement on the important role multigenerational environments play in successful transitions. Employers note two very important steps that contribute to successful transitions: providing an environment very inclusive of all generations (free from ageism) and encouraging multigenerational teams. Experienced BG sector switchers bring expertise in needed organizational functions, business skills, and perspective to the non-profit setting.

Listen to your sector switchers. Experienced BGs who have already transitioned successfully into their non-profit positions can help the organization recruit and absorb new mature workers. In addition, intermediary firms, or connectors, play an increasingly important role in linking experienced adults with non-profit jobs. Connectors can help non-profits recruit, screen, and place experienced workers and retirees in non-profit jobs. And they offer useful information, tips, strategies, and blogs for boomers seeking non-profit jobs.

How to Help Workers Transition Successfully into the Non-profit Sector

When interviewing, ask BG applicants how their for-profit accomplishments would benefit your non-profit needs. Look for people who can express those benefits.
Match skills with responsibilities and focus on transferable skill sets. But be prepared to think out of the box by remaining open to creative ways to apply business skills.
Design jobs to ensure a clear connection between people’s work and the outcomes. Switchers, many of whom come from large bureaucratic corporate or government organizations, haven’t seen that connection.
Highlight positive work-related outcomes and recognize people at staff meetings and other events to reinforce their contributions.
Tap the knowledge of BGs and experienced workers in your organization who have already switched from for-profit or government careers.
Offer mature adults the opportunity to gain skills and experience in an unpaid volunteer position as a steppingstone to a paid position.
Provide mature adults flexible hours, remote work, training, stipends, and professional support.
Adopt tools for flexibility that meet organizational and personal needs. Examples: telecommuting, compressed work weeks, part-time, and flexible hours.
Be prepared to manage flexibility in multigenerational workforces, addressing needs of mature and younger workers.
Provide training and continuous learning opportunities to support flexibility and employee growth.
Link learning to personal and organizational goals.

Conclusion

BGs continue to be a significant presence in the non-profit workforce, with many choosing to work longer or transition into new roles within the sector after retiring from ‘traditional’ employment. Some BGs are pursuing "encore careers" that combine personal meaning, social impact, and income, often in the non-profit sector, on a full or part-time basis. These mature workers represent a valuable talent pool for non-profits, offering a combination of experience and skills. Retiring BGs can fill skill gaps that need to be addressed through recruitment, training, and knowledge transfer initiatives. Older workers continue to shape the job market, and organizations need to understand their motivations and preferences to effectively manage their participation. Boomers and GenXers experience and skills are valuable assets for non-profits, and organizations should adapt to manage a multi-generational workforce to leverage these strengths.

For further information

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Website: vitreogroup.ca
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ViTreo is a full-service fundraising and nonprofit leadership development firm. We have extensive expertise in every area of major gift fundraising and philanthropy. We offer a clear approach in an industry that can be overwhelming and often overcomplicated.

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Vincent DuckworthAugust 5, 2025Comment