Engaging the next generation in the non-profit sector

Guest blog post by Zoe Holland from Zing Learning Ltd

Recent conversations around youth unemployment have brought renewed focus to how different sectors are creating opportunities for early-career professionals. Against that backdrop, one statistic stands out. According to Civil Society’s analysis of recent government workforce estimates, only 5.5% of non‑profit employees were under 25 in the year to June 2024, roughly half the proportion seen in the wider UK economy.

While workforce data naturally lags real time, it reflects a consistent, long-standing trend: the non-profit workforce is older than most other sectors. This makes it important to question what that means for long-term sustainability and inclusion.
 

Why age diversity matters

Without a broad range of perspectives, skills and ideas, organisations risk narrowing their thinking and limiting their ability to respond to changing needs. Age diversity in the workforce enriches how non-profits think, innovate, and deliver on their mission. Younger people, in particular, bring distinct strengths that add meaningful value.

• Fresh perspectives - Every new generation enters the workforce shaped by different economic, educational and social experiences. These perspectives can prompt useful reflection on how organisations communicate, make decisions and design services. For organisations directly working with children or young people, having early-career professionals in the workforce can often bring relevant lived experience and insight into how services are accessed and perceived.
   
• Intergenerational learning - The non-profit sector has the oldest workforce of any sector in the UK, with 28% of employees aged 55 or over. This brings a wealth of valuable experience, but blending this institutional knowledge with new perspectives supports stronger decision-making and long-term sustainability.
   
• Succession planning - Without consistent early-career entry into organisations, succession planning becomes more challenging over time. A balanced age profile supports continuity. 
   

Why are there fewer younger professionals in the non-profit sector?

• Salary considerations - Entry-level salaries are typically lower in the non-profit sector than in other sectors. With rising living costs and student loan repayments a key concern for graduates and early-career professionals, they may need to prioritise roles that are able to offer higher starting salaries.
   
• Limited experience - Resource constraints of the non-profit sector mean that organisations are often looking for new employees to hit the ground running, so it is not uncommon for entry-level adverts to include a requirement of prior sector knowledge, limiting opportunities for early-career professionals.
   
• Fewer structured entry pathways - It is not always practical for small/medium sized non-profit organisations to offer graduate schemes, internships or apprenticeships which are often favoured paths for those starting out in their careers. Whilst volunteering is often used as a pathway into the sector, it can disadvantage those unable to afford unpaid roles, particularly early-career professionals.
   
• Location - Larger non-profit organisations in the UK tend to be concentrated in London/major cities. In fact according to the UK Civil Society Almanac 2024, 39% of large non-profits (£1m+ income) are based in London, rising to 60% of super-major non-profits (£100m+ income). The associated higher living costs in these areas could make it harder for early-career professionals to base themselves locally.

Practical steps non-profits can take

Organisations do not need large budgets to begin addressing this issue. Incremental, intentional changes can have impact.

• Review entry-level designations - Audit roles that could reasonably be entry-level but currently require unnecessary experience. Consider where training and development could replace prior years in post.
   
• Develop structured early-career pathways - Where feasible, introduce apprenticeships, graduate placements or internship schemes. Even small-scale pilots can build future pipelines.
   
• Make progression visible - Clearly outline how roles can develop over three to five years. Transparent frameworks help candidates assess long-term viability.
   
• Broaden outreach channels - Partner with universities, colleges and youth networks. Ensure roles are advertised on platforms used by early-career professionals.
   
• Embed inclusive recruitment practices - Review language in job descriptions. Simplify application processes where possible. Ensure assessment methods focus on potential as well as experience.
   
• Track age demographics - Monitor application and hiring data by age group. Evidence allows organisations to assess whether interventions are working.
   

A sector opportunity

The non-profit sector’s purpose-driven work remains a powerful attractor. Many young people are motivated by social impact and community change. The challenge is ensuring that structures, pathways and communication make those opportunities genuinely accessible.

The 5.5% figure should not be read as a criticism of the sector, but as a prompt for reflection. As national conversations around youth employment continue, non-profits have an opportunity to examine how inclusive their own entry routes are, and how they can build sustainable, intergenerational teams for the future.

Age diversity strengthens long-term mission delivery. It is not simply a workforce issue; it is part of ensuring that organisations remain equipped to serve their communities effectively in the years ahead.
 

Zoe Holland is the founder of Zing Learning Ltd, an organisational development consultancy specialising in culture transformation, leadership effectiveness, DEI and neuroinclusion strategy. She embeds inclusion as a methodology, using systems-thinking approaches to address structural challenges in organisational effectiveness.