Building a Workplace That Lasts: How IAG Sustains Strong Employee Retention

In today’s workforce, high turnover rates are increasingly common. Companies often struggle to retain employees, which can lead to lost institutional knowledge, increased hiring costs, and disruptions in service delivery. Yet, Individual Advocacy Group (IAG) has emerged as an example of stability and commitment in the nonprofit sector, maintaining strong employee retention rates. With 293 employees serving for 3–9 years, 94 employees reaching 10–20 years of service, and 32 employees dedicating 20–30 years to IAG, the organization’s approach appears to be making a meaningful impact.

So, what might set IAG apart? It’s not just competitive pay or benefits—though those certainly play a role. It’s likely a deep-rooted culture of mission-driven work, personalized employment opportunities, and a strong commitment to valuing and supporting employees at every stage of their careers. From the engaged leadership of CEO Dr. Bennett to initiatives like the Employee Giveback Program, IAG seems to have fostered a workplace where employees don’t just stay—many thrive.

At IAG, employees often feel they are contributing to a transformative mission: to support individuals with disabilities in achieving independence and fulfillment. When employees regularly witness the impact of their work, job satisfaction can become more than just a concept—it often feels like a lived experience.

Dr. Bennett appears to be a driving force in ensuring that this mission is not just a slogan but integrated into daily operations. Her open-door policy helps cultivate an atmosphere of trust and accessibility. Employees at every level report feeling that they can voice concerns, share ideas, and contribute to the growth of the organization. This sense of belonging and influence in decision-making may help foster loyalty and strengthen the emotional connection between employees and the organization.

Another potential factor in IAG’s retention success is the Employee Giveback Program. Founded by Dr. Bennett, this initiative was designed to recognize employees who go above and beyond, even in the face of personal hardships. The program provides financial assistance to employees experiencing difficulties, reinforcing the idea that IAG aims to be not just an employer but a support system.

In an industry where burnout can be common, many IAG staff members say that knowing their employer prioritizes their well-being makes a noticeable difference. This culture of reciprocity—where the organization gives back to those who dedicate their lives to its mission—seems to help employees feel valued and supported, not just as workers but as people.

IAG’s hiring philosophy also appears to contribute to retention. Unlike many organizations that fit employees into rigid job descriptions, IAG takes a strength-based approach, tailoring roles to the talents and passions of each employee. This strategy reflects the individualized plans used to support individuals with disabilities—just as people supported by IAG receive customized plans to help them succeed, employees may also benefit from a personalized approach to employment.

For example, an employee with a background in creative arts might develop programs that engage individuals with disabilities through music or visual storytelling. Another employee with a knack for organization and relationship-building could thrive in a program helping people find employment or pursue self-entrepreneurship. This adaptability seems to help ensure that employees are positioned in roles that align with their strengths and interests, potentially leading to higher job satisfaction and long-term commitment.

In a world where burnout is a growing concern, IAG strives to offer flexibility as a key component of employee retention. Whether it’s making efforts to accommodate family needs, providing professional development opportunities, or creating paths for career growth within the organization, IAG’s flexibility appears to foster a workplace where employees can envision a future.

Additionally, the culture at IAG emphasizes teamwork and mutual respect. Employees are often encouraged to support each other, and leadership actively seeks feedback to refine workplace policies. This adaptability may help employees feel they have room to grow rather than stagnate.

When employees stay with an organization for decades, it may signal more than just good policies—it could reflect a culture that prioritizes people. IAG’s retention numbers suggest that employees tend to be deeply engaged and committed to the mission.

This longevity also seems to benefit the individuals supported by IAG. Consistency in staffing may contribute to stronger relationships between employees and the people they support, potentially leading to better outcomes and higher-quality care. The positive workplace culture not only supports employees’ well-being but may also enhance the services IAG provides.

In an era where many organizations struggle to retain employees, IAG offers a compelling case study on how to build a workplace that values, supports, and empowers its workforce. Through its mission-driven approach, strength-based hiring, employee-centered programs, and flexible work environment, IAG has cultivated a culture where employees don’t just work—many feel they belong.

The numbers are noteworthy: With nearly 100 employees serving over a decade and more than 30 reaching two to three decades of service, IAG’s retention rates highlight its commitment to people. And in the end, that could be what truly makes a difference—not just for employees, but for the individuals whose lives they touch every day.

Published by Drake M.

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