The nonprofit sector naturally attracts talent that seeks to make a difference in the world. This is reflected in research showing that nonprofit professionals often demonstrate stronger protective factors, such as resiliency and mental fortitude, compared to those working in the private and public sectors. I shared this insight in my first piece Beyond the Mission: The Mental Health of Nonprofit Professionals, highlighting that MHRC’s national population polling data finds that nonprofit professionals are less likely to report feeling burnout at work and in our personal lives – 18% of nonprofit workers compared to 24% of their counterparts in the public sector and 25% in the private sector. This presents a major advantage for nonprofit employers when it comes to recruiting, retaining and sustaining top talent.
Creating workplace environments that support well-being is essential, especially for the young professionals who bring different expectations and non-negotiables when choosing where to work. MHRC’s latest research on the state of youth mental health in Canada tells us that approximately 1.25 million youth need mental health supports every year. This isn’t just a healthcare concern – it’s a workplace issue, too. As employers, we all share responsibility for building a better future for our emerging workforce.
These are the individuals looking to your organizations for support. To truly support them, we must proactively foster mental wellness through inclusive workplace strategies, culture shift, and stigma reduction. This is essential for recruiting and retaining young professionals. So, what does that look like in practice?
- Promoting the employee mental health offerings in job postings.
- Aligning organizational culture with the 13 factors that impact psychological health and safety in the workplace.
- Tailoring benefits, like Employment Assistance Programs, to reflect the needs of younger, more diverse workers.
- Consider shaping workplaces that could be uniquely attractive to younger workers by incorporating flexible hours, hybrid or remote working (where possible), work from afar, 4-day work weeks or other creative well-being related offerings.
These are all important game changing steps, essential to attracting and retaining the emerging workforce. I have seen many nonprofit organizations successfully shift their organizational culture to better support staff’s mental health and promote healthier work-life balance. For instance, some have expanded their mental health benefits to an unlimited amount. At MHRC, we recognize staff dedication by offering occasional bonus days off and have also developed a unique appreciation program that awards an additional, one-time, three-weeks of paid vacation after every five years of service.
The expectations are shifting for the new generation of workers looking for that “dream job” with mental health and well-being as a critical decision point for new, young and emerging talent in the workforce. As employers, we must respond to those needs by reducing causes of burnout and stress and fostering workplaces that support mental wellness.
MHRC’s latest poll asked over 4,000 Canadians, Do you feel that your mental health is having any effect on your ability to function?”. Younger respondents were considerably more likely to say yes – 39% of those aged 18-34 compared to just 16% of people aged 55 and older.
This aligns with MHRC’s research findings on trauma and stress in the workplace, where more than one in five (22%) respondents report being exposed to trauma in the workplace. These numbers are even higher for racialized Canadians (24%) and for working Canadians who identify as 2SLGBTQ+(29%). Among younger workers (18-34), responses were 5% to 10% worse, showing that younger people are disproportionately impacted and are at a higher risk of experiencing trauma and stress in their workplaces. This data is a call to action. We need to change our organizational cultures to respond to the staggering mental health realities of the younger generation today.
To wrap up my three-part series, where I highlighted key data insights to help strengthen organizational culture and improve mental health outcomes of various populations in the workforce, I want to summarize the themes I shared :
- Employers, employees and job seekers collectively take a part in shaping the continued success of our thriving Canadian nonprofit sector.
- There is still important work to be done to improve the mental health and well-being of all Canadians.
- Decisions must be grounded in evidence with reliable workplace data, and include meaningful engagement of those impacted.
- Employers are encouraged to think differently and explore options in relation to the culture they are creating and nurturing. This is how they will see the biggest return on the investments.
Finally, we must not work in silos. As a sector, we can learn from each other about what’s working and what’s not. Look to your business partners, benefits providers, and community members to ensure that the mission continues and that workplaces are protecting the mental health and well-being of our nonprofit champions.
Sheldon Mellis
Director, Strategic Partnerships and Engagement
Mental Health Research Canada
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