Policy and Practice June 2017

Attracting & Retaining Staff

Compensation & Benefits

Work-Life Balance

Work Environment

Organizational Environment

Base Salary

Work Hours

Supervisor Quality

Firm Reputation

Bonuses and Incentives

Workload Reasonableness

Co-Worker Quality

Firm Performance and Sustainability

Pay Equity

Work Flexibility

An Empowered, Teaming Culture

Senior Team Reputation

Health Benefits

Vacation Time/Time Off

Project Responsibility

Strategic Partnerships

Retirement Contributions

Business Travel

Challenging Work

Staff Development Reputation

Work Location

Cutting-Edge Work

Entrepreneurialism

Telecommuting

Recognition

Technology Level

Child Care

Role Clarity and Alignment Internal Mobility Serving a Good Cause

millennials as a subgroup makes sense. Research on millennials suggests that key interests for this generation include challenging and cutting-edge work, flex- ibility in hours and work environment, technology level, recognition, empower- ment, and serving a good cause. It is even a great idea to consider what your employees nearing retire- ment value most. And this may be easier to glean from their history with

society, from things like a defined benefit pension and job security toward factors related to one’s professional development, including many of the factors under Work Environment. This shift arguably relates to generational differences, and the millennial genera- tion has been getting a fair amount of attention. Given that a high percentage of staff in our field may be within five years of retirement, understanding

you, even by looking at it case by case in some ways. In general, it is likely that workers nearing retirement would be more interested in work-life balance factors, as well as making a differ- ence and serving a good cause. One related possibility here is involving some of your more veteran staff in mentoring your newer staff—touching

See Upstream on page 32

June 2017   Policy&Practice 21