It’s time to meet the workforce where they are—not where they were
If you’re trying to recruit employees with a job post that promises “competitive pay” and “a great work environment,” it’s time for a reset – that’s sooo 2020.
The 2025 workforce is yearning for something different—something “more”. Over the last five years, job seekers’ priorities have shifted dramatically, and employers who don’t keep up risk losing out on top talent before they even get a foot in the door. Recruiting and retaining quality staff relies on organizations adapting to their workforce’s needs and desires. So, what does the 2025 workforce want?
Five years ago, job seekers primarily weighed salary, benefits, and job stability when considering an organization. While these still matter, today’s workforce prioritizes flexibility, purpose, and well-being just as much—if not more. The days of rigid work schedules and a one-size-fits-all approach to employment is quickly fading. Employees expect workplaces to adapt to their personal and professional needs rather than the other way around.
A recent SHRM report indicates that flexibility has moved from a perk to a necessity. In 2020, remote and hybrid work options were seen as temporary solutions; in 2025, they are baseline expectations when possible. Even in health and human services—where fully remote work isn’t always an option—employees want creative scheduling, shorter workweeks, or alternative shifts that better fit their personal lives. Without these options, organizations are seeing increased turnover and a shrinking pool of applicants willing to commit to more traditional structures.
Additionally, mission-driven and values-based work is taking center stage. Employees, particularly in nonprofits, want to feel connected to their organization’s impact. They aren’t just looking for a paycheck; they’re looking for purpose. According to Forbes, organizations that emphasize their social impact are more likely to attract and retain talent, especially among younger workers who prioritize values alignment in their career choices.
And let’s not forget about burnout. Employees are more conscious of their well-being, and they expect employers to be as well. Mental health support, manageable workloads, and workplace culture now weigh just as heavily as salary and benefit considerations.
What This Means for Employers
To attract and keep great employees, organizations need to rethink their strategies. Traditional recruitment and retention methods will no longer cut it, especially for mission-driven nonprofits looking to compete with the private sector for talent.
Recruitment efforts must start with the understanding that employees seek more than just stability. Offering real flexibility—such as flexible scheduling, four-day workweeks, or compressed shifts—can be a game changer. Even if remote work isn’t possible in direct care roles, giving employees control over their schedules increases job satisfaction. Employers must also be upfront about pay and career growth opportunities. SHRM reports that job seekers in 2025 expect salary transparency, clear paths for promotion, and open discussions about professional development. Hidden pay scales and vague job descriptions are red flags.
Organizations must highlight their mission and impact in every aspect of the recruitment process. Employees want to know they are making a difference. This means using job postings, interviews, and marketing efforts to emphasize employee and client testimonials that showcase the organization’s contributions to the community.
Retaining employees requires a sustained effort to invest in their well-being. Mental health and burnout prevention must be priorities, not afterthoughts. Implementing strategies such as mental health days, access to counseling services, and realistic workload expectations can significantly increase retention rates. Creating a culture of trust and inclusion is critical. Employees who feel heard, valued, and supported during challenging times become advocates for the organization, and the connection becomes deeper. A nine-to-five that pays the bills inspires little affinity. An organization that fosters a culture of trust, support, and employee advocacy, however? That’s the kind of “more” we are talking about.
Opportunity for career development is another major retention factor. Employees don’t just want a job; they want a career path with opportunities to grow. Mentorship programs, tuition/student loan assistance, and leadership development opportunities are key desires for the current workforce. Employees want organizations that invest in their future.
While mission-driven work is a huge draw for employees in health and human services, financial security is still a necessity. Nonprofits must get creative by offering benefits such as childcare assistance, student loan repayment support, or additional paid time off. Organizations that can’t compete on salary alone must find ways to enhance overall compensation through meaningful perks and incentives. Money may not equal happiness, but a stable foundation allows staff to operate at their best. If a competitive salary isn’t in the picture for your organization, consider how you can adapt to meet staff needs.
The workforce of 2025 isn’t interested in outdated workplace norms. They expect flexibility, purpose, transparency, and well-being. It’s time to meet the workforce where they are—not where they were.
Read more about 2025 workforce trends:
https://www.weforum.org/publications/the-future-of-jobs-report-2025/
https://www.shrm.org/topics-tools/news/all-things-work/will-workplace-look-like-2025