Nontraditional Benefits Are Emerging as a Key Factor in Retaining Government Public Health Workers Under 35

Government public health agencies across the United States have been struggling for years to keep younger workers on board, and a new study sheds clear light on why this problem persists—and what might actually help fix it. Researchers at Columbia University’s Mailman School of Public Health found that employees age 35 and under place significantly higher value on nontraditional workplace benefits than older workers do. These include flexible schedules, remote-work options, professional development, and childcare support, all of which younger employees see as essential for staying in their jobs long-term.

The findings come from the 2024 Public Health Workforce Interests and Needs Survey (PH WINS), a national study developed by the Beaumont Foundation and the Association of State and Territorial Health Officials. Responses were gathered from permanent, full-time government health department employees, and then split into two age groups—35 and under, and over 35—to compare attitudes and motivations. Both groups showed similar gender distribution, removing gender as a factor in these differences.

One of the most important takeaways from the study is how sharply preferences diverge by age. Younger employees were significantly more likely to identify nontraditional benefits as reasons to stay in their roles. According to the data:

38% of workers 35 and under value workplace flexibility, compared with 31.5% of older workers.
25% of younger workers consider remote-work policies an important retention factor, compared with 20% of older staff.
23% of younger workers emphasize training and development, compared with 17% of those above 35.

These differences may sound subtle, but in government public health—where budgets are tight, staffing is short, and responsibilities are immense—even small shifts in worker preferences can dramatically influence retention.

Why Retention Is Such a Challenge in Public Health

Retention problems among younger public health professionals are not new. Although there were some improvements in earlier years—with workers younger than 40 increasing from 26% of the workforce in 2014 to 29% in 2017—this did not solve the problem. In fact, turnover among workers under 30 has been especially severe. Between 2014 and 2017, employees in that group made up just 6% of the workforce but accounted for 13% of all departures.

Turnover is a major issue in public health settings because it’s not just about losing a worker—it’s about losing training, institutional knowledge, emergency response experience, and community trust. Recruiting and onboarding replacements is expensive, and many public health roles require specialized skills that take months or years to fully develop.

The system has also faced extra strain in recent years due to the COVID-19 pandemic, which pushed public health agencies to their limits. Many workers, especially younger ones, reported burnout, insufficient support, and a mismatch between job demands and available resources. Long-standing recruitment and retention issues only worsened under pandemic pressure.

Why Nontraditional Benefits Matter More Than Ever

One of the biggest barriers to retaining younger staff is the limited ability of government health departments to raise salaries. Unlike private-sector employers, these agencies often operate under strict budget constraints and pay scales that are slow or impossible to adjust.

That’s where nontraditional benefits come in.

Younger workers today want more than salary—they want meaningful work, supportive supervisors, a healthy workplace culture, and a real work-life balance. These preferences align closely with general workforce trends seen across many industries, especially as younger generations place a higher value on autonomy, mental well-being, and professional growth.

The study reinforces that benefits like:

Flexible scheduling,
Remote-work opportunities,
Professional-development funding,
Childcare assistance,
are not optional add-ons—they’re becoming core components of job satisfaction for younger public health professionals.

Health departments that cannot easily offer higher pay can offer these benefits more quickly and at relatively low cost. For many younger employees, these incentives may be the deciding factor between staying or leaving.

What Motivates Younger Workers to Enter Public Health in the First Place

The study also looked at what initially draws younger professionals into governmental public health. While salary remains relevant, younger employees consistently report being motivated by factors such as:

a desire for meaningful, mission-driven work,
opportunities to contribute to community well-being,
workplace culture and values,
recognition from supervisors and leadership,
training and career-development pathways.

These motivations align with broader generational patterns. Younger professionals often seek careers that align with personal purpose and growth. When workplaces support those values, employees are far more likely to stay.

What This Means for the Future of Public Health Workforce Strategy

The research makes it clear that public health departments need to rethink retention strategies. Since salary increases may take years—or may never be possible in some regions—departments should prioritize improvements that can be implemented more swiftly:

Introducing flexible scheduling policies
Formalizing remote-work options where feasible
Expanding access to training and professional development
Providing childcare support or partnerships
Improving supervisor training and communication

These changes are not just perks; they may determine whether the next generation of public health professionals sees government work as a viable, sustainable career.

If younger workers continue to leave at higher rates, health departments could face shortages in key skills, leadership pipelines, emergency response capacity, and community outreach effectiveness. Strengthening retention now is essential for maintaining a robust public health infrastructure in the years to come.

Additional Context: Why Younger Workers Nationwide Prefer Flexibility and Professional Growth

The preferences identified in this study are not exclusive to public health. Across industries, younger workers consistently prioritize:

Work-life balance over pay increases
Remote work as a standard expectation, not a perk
Career development opportunities as key retention tools
Values-aligned workplaces that emphasize mental health and well-being

These preferences have only grown stronger in the post-pandemic era. Studies across technology, education, healthcare, and government show similar trends. Younger generations tend to view work as part of a broader life experience rather than a defining identity, making flexibility and personal development essential parts of job satisfaction.

Public health, with its mission-driven nature, is well-positioned to attract younger talent—but only if workplaces adapt to evolving expectations.

Additional Context: Why Professional Development Matters in Government Roles

Government roles, particularly in public health, often face reputations for slow advancement, rigid career paths, and bureaucratic limitations. Offering training, certifications, and growth opportunities helps counter this perception. When younger employees see a clear path to skill-building and advancement, they’re more likely to remain committed to the organization.

Professional development also plays a crucial role in workforce resilience. As public health threats evolve—pandemics, climate-related health risks, chronic disease trends—agencies need employees whose skills remain current and adaptable.

In this way, nontraditional benefits not only help with retention but also improve overall workforce capacity.

Source Study

The Role of Nontraditional Benefits in Recruitment and Retention for Public Health Workers Age 35 and Under
https://doi.org/10.1097/phh.0000000000002234