Youth workers make (or break) a youth service program. They are the folks who interact with your consumers – the youth and young adults that you are trying to impact. They are the key approach to your work, where the majority of your agency costs are designated. And many times, because of money and time constraints, are the least supported through ongoing and targeted personal and professional development. As such, staff retention is low – according to a Nonprofit HR survey of non-profits, nonprofits experienced a 19% turnover in 2015. The primary reason that people leave their positions is not only the salary but the opportunity for growth and development – to feel valued professionally. Here are some ideas for how to develop a workforce that meets the agency’s needs of relevance and sustainability, and keeps the right people in the right positions:
- Develop a strong, well-trained and oriented team, whose members are all aligned with the mission. Consider the core values that support your mission. If there are staff of your agency, particularly of your youth programming, that do not believe in the positive attributes that all youth bring to the table, do not advocate for the youth and families you serve, and cannot articulate your mission, vision, and goals with enthusiasm that is catching, they may not be in the right agency. This is not just direct service staff. The culture of your agency is reflective of your team members. They are walking brochures of the important work you do. If they cannot carry the message through each task, activity, and interaction, they cannot help you to make the sustainable change that you seek. With this, also consider the background of the staff that you hire. As one agency leader put it “youth services agencies can benefit from recruiting and developing a crew/team of credible messengers who have been there and done that but have ultimately turned their lives around and want to contribute in a meaningful way. Often times these types of individuals have a level of understanding and sincerity that can be useful in immediately engaging the youth that are hard to serve and seriously at-risk.”
- Diverse, relevant, and in-depth training and support. The myriad of issues and challenges that youth bring to service providers is complex and there is not an easy solution. Staff needs to be trained in a core approach, such as positive youth development, and then receive more training to help them understand the issues facing youth and families and how to navigate the solutions with them. Evidence-informed training should be provided specifically on issues that providers are encountering related to trauma and trauma responses, mental health, and behavior and emotional health. When youth workers are properly trained they are more confident and better equipped to assess the situation and provide the needed resources and support, therefore improving outcomes for youth.
- Match the right people to the right job. Sounds like basic good practices, though in our field, this can be challenging. Consider a great youth worker who connects well with youth, is passionate about the work, and whose work results in measurable outcomes. What incentives do we provide to keep them in that position? Many agencies have salary caps and leadership limitations for positions that are direct service, sometimes forcing folks who would like to advance professionally into taking positions in supervisory or administrative roles. Develop an approach that honors skill sets and contributions, from direct service to leadership.
- Consider how today’s labor trends affect your workforce. According to a 2014 news release from the U.S. Department of Labor, Bureau of Labor Statistics, the median tenure of baby boomers is 10 years and for millennials (25-34 year olds) it is 3 years. This trend appears to be a new normal across industries so youth service providers need to be prepared to respond. First, create an environment that is aligned with the workforce you are recruiting. Consider what attracts and keeps millennials in positions, such as the desire to contribute and feel valued, a real work-life balance evidenced by flexible work options, and recognition and encouragement as innovators and leaders of today. Then, put in place policy and practice that helps to minimize the negative impacts of staff turnover such as keeping position descriptions updated with real-life examples of how a day looks for that position, cross-training employees which may include team-building and job shadowing, and celebrating staff transitions.
Acknowledgments
Youth Collaboratory thanks the agency leaders that contributed for this paper their thoughts on what youth service agencies need in place to develop and maintain relevant and sustainable youth service programs: Patricia Balke, Executive Director Wisconsin Association for Homeless and Runaway Services; Lisa Goldblatt Grace, Co-Founder & Director My Life My Choice; Ella Holsinger, Vice President Goodwill of Southwestern Pennsylvania; Carlos Lejnieks, Executive Director Big Brothers Big Sisters of Essex, Hudson & Union Counties; Mary Fraser Meints, Executive Director Youth Emergency Services; and Mack McGhee, Superintendent Department of Youth Rehabilitation Service, New Beginnings Youth Development Center.
