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June 2017
Policy&Practice
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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
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
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
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
Attracting & Retaining Staff