ABSTRACT
This chapter explains that nonprofit industry has to come to grips with the reality that, much like government employment, it has an aging leadership workforce. Advocates of workforce planning believe that by planning and monitoring current work-force trends and developments, human resource managers will be able to equip their nonprofit organizations with the personnel they need and prevent them from experiencing institutional memory loss as older employees retire. Nonprofit organizations are in a special situation when it comes to executive leadership succession. Civil service reform has tried to address these aspects and current obstacles in addressing government's image. The chapter states that the challenge for many personnel mangers is convincing decision makers and top level managers that it is important to recognize demographic and global forecasts of the workforce into the strategic plans. It explains that next generation workers provide an ideal pool of candidates, especially if they are working for organizations that align with their purpose and personal mission.
