Developing Leaders at Nonprofit Groups

To the Editor:

In your October 1 article describing the challenges faced by young fund raisers (“Wanted: a Little Respect”), you omitted one important challenge faced from inside the organization: a lack of talent management.

Many nonprofit managers fail to incorporate and execute an effective plan for talent management and development, despite the tremendous potential that exists in their midst, and despite the increased professionalization of the sector.

While I agree that young professionals must prove themselves to be noticed, it is imperative that an organization’s human-resources department or senior management team implement programs that reward and build upon the proven talent of the young professionals who work in their organizations.

By implementing established talent-identification strategies, organizations are more likely to enjoy strong departments that will accomplish their missions with high morale and in dynamic and creative ways. As researchers on the nonprofit sector speak of the value of investment in organizational capacity, this is one investment that is sure to pay off.

Organizations that do not properly respond to the tremendous talent that has joined their ranks face a lost opportunity for greatly increased organizational capacity. The nonprofit sector as a whole will eventually benefit from the graduation of these young professionals into management roles. But managers would do well to respond to that talent now. And donors would do well to take notice of how organizations handle talent, which — while not as measurable as cash — is as equally valuable.

David Jaeger
Boston

To the Editor:

I’m a mid-20s nonprofit professional, and I can relate to all of the age-based frustrations shared by the people in The Chronicle’s article.

One other trend I’m noticing is some organizations are more inclined to hire younger people thinking that they’re willing to work for a lower wage than older and more-experienced people. This is probably true in a lot of ways, but it’s unfair and unrealistic to expect younger employees to take on high levels of responsibility while working for an entry-level salary.

It’s sad that people have to leave their jobs in order to get a reasonable salary for their work, whether it’s because of their age or because they’re in the nonprofit sector. I’m hoping things will change before I ever have to make that decision.

Tracy Held
Berkeley, Calif.