Achieving effective staff retention remains one of the most difficult challenges facing most industries, and community recreation is no different.
Luckily, leaders from the YMCA of Catawba Valley, the YMCA Buffalo Niagara and the YMCA of Silicon Valley have found trends and their own unique strategies to keep team members from leaving their organizations.
Here are the perspectives of three industry leaders on staff retention:
YMCA of Catawba Valley
Nat Auten, the president and CEO of the YMCA of Catawba Valley, said staff retention at his Y needs to be seen through the standpoint of their recent rapid growth. His YMCA has expanded from two branches and zero afterschool sites to five branches with 26 afterschool programs since the COVID-19 pandemic.
“I’ve learned to view retention not just through the lens of recreation, but also through childcare, which is one of the hardest industries in America to recruit and retain a stable workforce,” said Auten. “Within our local community, we’re seeing staff retention shaped less by pay scales and more by purpose.”
He said more people want flexibility, wholeness and work that fits with life, not around it. Hybrid roles, schedule autonomy and attention to whole-person well-being are no longer perks — they’re expectations.
“Culture also has become its own kind of currency,” said Auten. “Compensation still matters, but people today are willing to trade pay for purpose when the culture feels safe, consistent and affirming.”
For the newer generation, Auten said this pool values growth over grind. They’re not asking for an easier path. Instead, they’re asking for one that leads somewhere. In fact, Auten said the most effective retention strategy at his Y has been building from within.
“Promoting from within not only strengthens loyalty — it tells every staff member ‘your next opportunity might already be here,’” said Auten. “That sense of possibility is one of the most powerful retention tools we have. If there’s one lesson I’ve learned about retaining top talent, it’s to build trust before you need it. Too often, leaders mistake “dumping” responsibilities for “developing” people. True investment means walking alongside them, not piling on more work.”
YMCA of Silicon Valley
For Rachel Del Monte, the COO of the YMCA of Silicon Valley, culture also plays a huge part in keeping top talent. But more specifically, she said incoming Gen Z prospects want to see the impact they’re making on the community.
“The younger generations aren’t interested in lip service – they want to work for an organization that acts on principle and leads with values,” said Del Monte.
Like with the YMCA of Catawba Valley, Del Monte’s Y ensures growth opportunities for staff abound. In fact, many long-time employees there started in one department and are now experts in something completely different. “When a supervisor supports a staff members’ development, recognizes transferable skills, and creates opportunities for growth, we keep people for the long-term,” she said.
However, the biggest lesson she’s learning relating to staff retention goes back to the old adage of “people don’t leave jobs, they leave bosses.”
“Train your people to be good bosses and the positive effects of their influence will last for generations,” said Del Monte. “I try to maintain a daily gratitude practice, both for my own well-being and the well-being of those around me. Gratitude in the workplace goes a long way. In fact, 53% of employees say they would stay longer in a company if they felt more appreciation from their boss.”
YMCA Buffalo Niagara
The workplace culture at YMCA Buffalo Niagara is reinforced by three guiding principles. John Ehrbar, the president and CEO of YMCA Buffalo Niagara, said the first is being an “association of one” meaning everyone works together toward a common goal of improving the community.
“We live our character values, showing respect for each other, taking responsibility for our work, caring for those we serve and being honest in everything we do,” said Ehrbar. “We also lead with purpose, delivering high-quality programs and we encourage fun and innovation.”
The second principle is staying connected with front-line staff. Each month, the CEO and COO meet directly with staff at each facility to ask what they enjoy about their jobs, how their managers support them and what the Y can do to make their experience better. Feedback is then taken seriously and implemented quickly.
Finally, recognition plays a big role in keeping the team motivated. Every year, the Y honors staff for years of service and presents a Mission Impact award and the President’s Award for outstanding achievement. Each department also recognizes employees quarterly with the Y’s Whatever It Takes award, which highlights those who go above and beyond.
Ehrbar said the Y also offers a strong benefits package to full-time employees which includes free health insurance, a 12% retirement contribution, nine paid holidays and up to seven weeks of paid time off.
All these strategies come back to a fundamental lesson Ehrbar learned many years ago — never mistake people as interruptions.
“Be present and in person,” said Ehrbar. “In today’s world, that kind of attention is rare and it’s remembered. Showing up for your team in meaningful ways goes a long way toward keeping top employees.”
