How Nonprofits Can Develop Better Upskilling Programs
- Nonprofit Learning Lab
- 6 minutes ago
- 4 min read
This is a guest blog.
Globally, we’re witnessing a decline in skilled professionals, be it for blue-collar jobs or white ones. The result of all this is a rise in unemployment in almost all fields.
The US Chamber of Commerce reports that most hiring managers view high school graduates as unprepared for work. In fact, 80% believe these recent graduates are less prepared than previous generations. However, blending education, soft skills, and experience can properly prepare these students.
Even college graduates feel that they are not fully prepared for the job market. Forbes reports only 30% of 2025 graduates secured full-time, degree-related jobs, down from 41% in 2024. Furthermore, 26% of 2025 graduates found employment in fields unrelated to their degree. This represents a slight increase in unrelated employment compared to the 24% recorded for 2024 graduates.
Nonprofits are also struggling to find the right individuals to fill vacant positions. These organizations already face growing pressure to serve communities while managing tighter budgets and smaller teams. Staff members often juggle several responsibilities without enough time for professional growth. That challenge makes strong upskilling programs more important than ever for nonprofit organizations.
Building an effective upskilling strategy does not always require massive funding or complicated systems. Here are a few practical ways nonprofits can develop better upskilling programs for lasting success.
Start With Clear Organizational Goals
Many nonprofits create training programs without first identifying the exact skills employees need to improve. That approach often wastes valuable time and limited financial resources across the organization. Strong upskilling programs begin with a clear understanding of current weaknesses and future priorities.
According to Michael Hansen, CEO of Cengage Group, the career readiness gap is growing. This, combined with the rising demand for upskilling in the tech era, is creating an urgent need to rethink how to equip learners for future employment.
Leaders should evaluate where teams struggle most during daily operations and project management activities. Their evaluations will help them equip their team members with the necessary skills within the organization and even for future employment opportunities.
Employees should also participate in discussions about professional growth opportunities and workplace challenges they experience regularly. Workers often recognize skill gaps that leadership teams may overlook during planning sessions and performance evaluations. Including employee feedback creates stronger engagement and more realistic learning goals across departments.
Nonprofits should also connect training goals directly to mission outcomes whenever possible during program development discussions. Employees feel more motivated when learning opportunities clearly support the communities they serve every day. That connection creates a stronger sense of purpose throughout the organization and encourages consistent participation.
Put the Right Leader in Charge of Training
A successful upskilling program depends heavily on the person guiding employees through the learning process consistently. Even excellent training materials can fail without strong leadership and thoughtful communication from program coordinators. Nonprofits should carefully choose someone who understands both employee development and organizational goals clearly.
The right leader creates an environment where employees feel supported instead of pressured during training activities and evaluations. Staff members participate more actively when they trust the person overseeing professional development initiatives throughout the organization.
Organizations can often find experienced professionals with advanced academic backgrounds and specialized training in workplace development. As American International College notes, many professionals now pursue flexible online programs while continuing their careers in nonprofit management and leadership positions. Degrees such as a Doctor of Education (EdD) are a vital qualification to have for such leaders.
A Doctorate in Organizational Leadership, in particular, prepares these leaders for complex workplace challenges. An EdD degree can strengthen expertise in higher education, employee development, and organizational improvement strategies. Strong leadership also ensures training remains connected to the organization’s broader mission and operational priorities consistently. Effective program leaders regularly measure progress, gather employee feedback, and adjust learning strategies when necessary.
Create Flexible Learning Opportunities
Many nonprofit employees balance demanding workloads, personal responsibilities, and unpredictable schedules throughout the workweek. Traditional training methods sometimes fail because workers simply cannot attend lengthy sessions during busy periods. Flexible learning options help organizations reach more employees without unnecessarily increasing workplace stress.
A McKinsey survey reveals that 42% of workers want to upskill, creating a valuable talent pool. This desire is even stronger among specific groups, showing high employer-relevant motivation. Specifically, younger employees are the most eager, including 63% of workers aged 18 to 24.
Short workshops, recorded lessons, and self-paced online courses often work well for nonprofit teams today. Employees can complete lessons during quieter moments without interrupting essential daily responsibilities and community services. Flexible formats also accommodate different learning styles and comfort levels within diverse workplace environments.
Organizations should encourage ongoing learning rather than treating professional development as a single annual event. Small learning experiences spread throughout the year usually produce stronger long-term retention and workplace application. Employees feel less overwhelmed when training becomes part of their regular professional routine.
Managers should also support employees who want to explore skills outside their immediate job responsibilities occasionally. Cross-training opportunities build stronger collaboration while preparing workers for future leadership roles within the organization. Those experiences often reveal hidden talents that nonprofits can develop for future organizational growth.
Statistics on Unemployment and Upskilling
Hiring managers who believe high school graduates are less prepared than previous generations | 80% |
2025 graduates securing full-time, degree-related jobs | 30% |
2024 graduates securing full-time, degree-related jobs | 41% |
2025 graduates employed in fields unrelated to their degree | 26% |
2024 graduates employed in fields unrelated to their degree | 24% |
Workers wanting to upskill according to McKinsey survey | 42% |
Workers aged 18 to 24 eager to upskill | 63% |
Nonprofits thrive when employees feel prepared, supported, and motivated to grow within their professional roles consistently. Effective upskilling programs strengthen workplace culture while improving the organization’s ability to serve communities successfully. Those benefits make employee development one of the smartest investments nonprofits can make today.
Nonprofits do not need enormous budgets or complicated systems to create meaningful professional development opportunities for employees. Small improvements made consistently often produce lasting results across departments and leadership levels throughout the organization.