Strategies for Retaining Employees in the Nonprofit Sector

Voluntary employee turnover is a concern for nonprofit leaders due to human capital\u27s strategic role in achieving performance excellence. The consequences of volunteer turnover include loss of profitability, productivity, knowledge, and financial stability. The purpose of this single-case study was to explore strategies used by 3 leaders of a nonprofit organization in the Washington, DC, area who have experience with the nonprofit\u27s employee retention efforts. Data were collected from semistructured face-to-face interviews and organizational documentation and analyzed through the conceptual lens of Maslow\u27s hierarchy of needs theory. Data gathered from interviews and analyses of organizational data and performance outcomes were manually coded and thematically organized. The use of member checking the data and methodological triangulation increased the trustworthiness of data interpretation and the study. Three key themes emerged: (a) training and development, (b) advancement opportunities, and (c) strategic leadership. Through analysis of data collected for this study, nonprofit leaders can assess their employees\u27 development needs and provide training to support their growth. Nonprofit leaders may support their employees\u27 development by creating a career path by aligning tenure with advancement and formal training. Nonprofit leaders\u27 actions and decisions affect workforce commitment. Nonprofit employees are intrinsically motivated to create positive social change and make an impact on nonprofits\u27 stakeholders via programs and services. Nonprofit leaders can use this study to improve retention strategies, ensure their employees\u27 wellbeing, and contribute to positive social change by assisting employees in ensuring stakeholder wellbeing