For nonprofits, remote work offers a competitive edge

Nearly five years removed from the beginning of the pandemic, there’s a whole spectrum of ways to work at nonprofits. As organizations balance their recruiting needs, financial pressures, the demands of delivering their mission, and the preferences of leaders and staff, they’re coming up with a variety of ways to work. 

Job seekers are increasingly looking for flexible work arrangements. And organizations that can offer fully remote or at least hybrid work arrangements have a leg up in recruiting and retaining staff. 

The nonprofit job site Idealist analyzed postings on its job board and found remote positions receive nine times as many applications as onsite roles. Hybrid jobs receive twice as many as in-person roles. 

One of the reasons the nonprofit world still embraces remote and hybrid work is because employers recognize that flexibility of location is something they can offer that corporate America may be less willing to do now, says Jeannie Lloyd, a senior consultant at Nonprofit HR. 

“When you’re looking for unique ways to add benefits, this could be a great way to do that, which probably isn’t going to cost much or add anything to their bottom line,” she says. 

As a result of being able to open up their labor pool and recruit nationally, some nonprofits that struggled with employee turnover pre-pandemic have been able to hang on to top talent, says Lloyd. “Their staff are staying longer, and it’s because they are more competitive in a national market than they were locally.” 

Nonprofits continue to struggle with work-force shortages, especially in service delivery and other public-facing roles. Groups trying to hire in high-demand fields like data science and artificial intelligence also find that flexible work arrangements can help them compete for talent. 

But leaders of organizations that have gone remote recognize the value of some level of in-person connection for their teams. 

Candid, which formed in 2019 through the merger of GuideStar and the Foundation Center, landed on an arrangement it calls “activity based.” About half the staff live in the greater New York City area, and the rest are spread around the country. 

One week each month is designated as “connect week.” The executive team, along with people in the New York area, are encouraged to work from the office on Wednesday and a few other days that week. A subset of other teams that have some purpose for being together are also invited in. 

Some nonprofits, especially in direct services, have remained on site or in person out of necessity. Those groups have had to think through how to be equitable, understanding that some roles can be done from anywhere. 

But experts say virtual organizations need to be more intentional about how to protect workplace culture and keep employees engaged. That’s especially important when it comes to onboarding new staff, running effective meetings, and facilitating mentorship opportunities. 

Source: Philanthropy.com