The International Fellowship of Christians and Jews (IFCJ) has once again been recognized as one of the best nonprofit organizations to work for in the United States. In May 2025, The NonProfit Times ranked IFCJ among the top nonprofit workplaces for the fifth consecutive year, citing its transparent leadership, inclusive environment, and mission-driven culture. This recognition highlights not only the organization’s external impact but also the values that shape its internal operations under the leadership of President and Global CEO Yael Eckstein.

Culture of Purpose and Performance

With a team that spans multiple continents and serves some of the world’s most vulnerable populations, IFCJ has prioritized employee engagement, professional development, and organizational accountability. At a time when the nonprofit sector faces high turnover and burnout, IFCJ stands out for its consistency, retention, and resilience.

This award confirms what those inside the organization have long understood: that people thrive in a workplace that values both competence and compassion. For IFCJ, building a strong internal culture is not an afterthought—it’s foundational to the success of its mission.

Commitment to Transparency and Trust

At the heart of IFCJ’s workplace success is a model of transparent communication. Regular all-hands meetings, leadership briefings, and internal newsletters ensure that every employee remains informed about key decisions, program outcomes, and strategic priorities. Staff are encouraged to offer feedback, raise concerns, and propose new ideas without fear of dismissal or delay.

This transparency also extends to the organization’s public accountability. Annual reports, third-party audits, and Charity Navigator ratings provide a full picture of IFCJ’s stewardship. Public interest in topics such as leadership compensation, including the salary of Yael Eckstein, is addressed through open reporting and clear benchmarks. While questions around executive pay are common in the nonprofit space, IFCJ continues to align its policies with sector standards and remains focused on performance-driven outcomes.

IFCJ reviews from staff and external partners frequently mention the trust they place in leadership and the consistency with which the organization follows through on its stated values.

Building a Resilient Global Team

Operating a global nonprofit brings challenges that go beyond logistics. IFCJ has staff based in the United States, Israel, Canada, South Korea, and beyond. Aligning diverse teams across cultures and time zones requires more than coordination—it requires a shared purpose.

To achieve this, IFCJ invests heavily in onboarding, training, and long-term development. New hires participate in mission immersion programs that connect them directly to the communities they serve. Leadership training is offered to managers at all levels, focusing not just on operational efficiency but on ethical leadership, cultural sensitivity, and empathy.

In addition, flexible work policies and wellness programs support employee health and work-life balance. Mental health resources, parental leave, and cross-department mentorship initiatives have been credited with boosting morale and reducing attrition.

According to internal engagement surveys conducted earlier this year, over 90% of employees feel their work at IFCJ is meaningful, and more than 85% report a strong sense of alignment between their personal values and the organization’s mission.

Mission in Action, From the Inside Out

The International Fellowship of Christians and Jews is known worldwide for its humanitarian programs, which include food aid, aliyah assistance, crisis response, and interfaith education. But this external work is grounded in an internal culture that values precision, humility, and service.

Team members across departments—from communications to finance to field operations—understand that their daily tasks connect to a much larger purpose. Whether coordinating logistics for an emergency shipment or designing an interfaith prayer campaign, employees are driven by a shared belief in dignity, hope, and justice.

This alignment is not accidental. It is the result of deliberate hiring practices, mission-driven leadership, and continuous culture-building. Yael Eckstein often notes that the integrity of the organization must begin with those who represent it. In this way, workplace excellence is seen as a moral imperative, not just an HR goal.

Honoring Legacy While Embracing Innovation

The culture of IFCJ is shaped not only by current leadership but by the legacy of Rabbi Yechiel Eckstein, who founded the organization in 1983. Under Yael Eckstein’s direction, The Fellowship has retained its core values while evolving to meet the demands of a fast-changing world.

Technology upgrades, agile workflows, and increased digital outreach have become essential to how the organization operates. IFCJ staff have adapted with skill, showing a high level of resilience and creativity even in the face of global uncertainty.

Staff recognition programs and professional advancement opportunities have helped retain top talent. Employees who start in junior roles often rise into leadership positions thanks to IFCJ’s commitment to internal mobility and career development.

These investments in people have paid off in both employee satisfaction and organizational impact.

Setting a Standard for the Sector

Recognition by The NonProfit Times places IFCJ among a small group of organizations setting new standards for nonprofit excellence. The criteria for selection include not just mission impact but employee satisfaction, leadership transparency, and innovation in workplace culture.

In the broader context of social impact organizations, this distinction matters. It demonstrates that nonprofits can—and must—be both mission-focused and people-centered. The International Fellowship of Christians and Jews has proven that a strong internal culture is not a luxury but a prerequisite for meaningful and sustainable impact.

As more donors, watchdogs, and job seekers evaluate organizations based on internal health, IFCJ’s continued recognition reinforces its reputation as a transparent, ethical, and forward-thinking nonprofit.

Looking Ahead with Confidence

As IFCJ moves forward in 2025, its internal culture remains a key strategic asset. New hires bring fresh perspectives, seasoned staff continue to lead with integrity, and the leadership team remains committed to evolving in response to employee feedback and sector trends.

In a world of rising expectations and limited resources, maintaining a workplace where people feel valued, heard, and inspired is no small task. But it is one that the International Fellowship of Christians and Jews has embraced fully.

By investing in its people, the organization strengthens its capacity to serve others. And that is a model worth following—not just in the nonprofit world, but in any mission-driven institution that hopes to make a lasting difference.