It is not surprising that some of the most lucid advocates for better talent management have come from the for-profit sector.  During a presentation at the recent Independent Sector 2009 Annual Conference in Detroit, Christine Rhee, Manager, American Express Philanthropy, implored nonprofit managers to do a better job ensuring that their employees feel valued in their positions and receive the feedback they need to continuously improve. Also at the IS conference, Michael Watson, Senior Vice President of HR at Girl Scouts of the USA (formerly of IBM, GE, and Time Warner) spoke of the importance of managers playing an active role in the development of their employees – even if it means moving on to jobs at other organizations.

The need for better communication about performance has been attributed to Gen Y ever since we all started trying to learn what makes them tick and how this would impact the 21st Century workplace. Whether influenced by the “helicopter parent” phenomenon, or simply the constant connection offered by the online communications environment, Gen Y workers crave continual appraisal that tells them both when they’re getting it right and where they need to improve.

So why is this seemingly so hard for nonprofits to provide? Is there a widespread assumption that commitment to “the cause” should serve as adequate motivation?  Or has the sector failed to invest the thought – and resources – necessary to develop performance management systems that facilitate meaningful feedback?

Those of us who may be reluctant to “indulge” Gen Ys and their need for feedback should consider the investment that much of the (admittedly better capitalized) for-profit sector makes in performance management. . The desire for meaningful feedback  is not exclusive to next generation workers. We all need and deserve clear expectations, stretch goals, recognition for a job well done, and constructive feedback to help us grow. And if that makes for a more personal, humane, and caring workplace – as well as improved capacity to meet our missions –  well then isn’t that what the sector should be aspiring to?