When seeking a new hire, a nonprofit has concerns that may differ from a potential hire in the corporate world. Nonprofit professionals can be faced with non-traditional work hours, budget constraints and a diverse group of individuals to serve, such as donors, potential donors, corporate partners, other staffers and the individuals served by the the nonprofit.
Finding top-notch talent is a continual challenge for any nonprofit leader. Our nation’s currently-low unemployment rate means stiffer competition for a smaller pool of potential candidates. Furthermore, the limited funding afforded to most nonprofits makes it difficult to offer the pay and other benefits to attract leading prospects. The challenge is compounded by the fact that many nonprofit organizations have a very small (or nonexistent!) human resources staff to dedicate the process of seeking new talent.
When a client has a critical senior position that comes open such as CEO or Executive Director, or a very hard-to-fill position, such as Director of Development, we are often asked if they should attempt to recruit for the position themselves or spend the time and money to hire a professional recruiter for the job.
Growing an organization is a challenge that every leader has to address sooner or later.
Finding and securing the right talent in response to growth is among some of the most difficult, yet critical decision making a leader faces. These decisions can cause stress and even cost your organization significant amount of money if they aren’t made well.
One of the first subjects I cover with nonprofit leaders when we are talking about business models, strategy, fundraising, or a myriad of other topics, is the difference between customers and consumers. I can’t understate how crucial understanding this difference is to nonprofit leaders. I am not one who touts the "supremacy" of the for-profit world over the nonprofit one, but I do see ways that one sector can contribute to another and this is one where nonprofit executive directors and CEOs can benefit. Having clarity on the difference between customers and consumers will enable you to understand the motivations and needs of some of your most important partners, thereby allowing you to more effectively serve them.
Fundraising is a perennial challenge for nonprofit executive directors and CEOs. The typical cycle is: you have a number of projects, you’re very busy, and so fundraising slacks off. Then you wake up at 3:00 a.m. one morning realizing all of the projects you have are sun-setting, so you panic and begin to search for new funders anywhere you can find them- no matter how long the shot. Everything else, including current projects, staff issues, and operations, is set aside to get new funding in the door. Before you know it, you’re back to having so many projects at once that you let your pipeline of funding languish again. As a result, you’re feeling like a hamster on a wheel. Yet there’s an even darker scenario as your projects sunset—you cannot find replacements, and you soon find yourself without revenue and you have to close your doors.
There’s a pervasive myth in the nonprofit world that I like to call the “uber” board. Nonprofit leaders have all heard of it—this incredible body of selfless individuals constantly doing it all - fundraising, advising, leading, volunteering, and supporting. You’re often told in person and via field literature that this is the board you must have, anything less, and your board isn’t fully functional, it is perhaps even dysfunctional, and it reflects on you as a nonprofit leader.
For U.S. nonprofits, finding great talent is more difficult than ever. Hiring has never been easy in this sector because of limited salaries and incentives. However, in today’s market, persistently low unemployment rates and the growing complexity of nonprofit jobs means even smaller candidate pools.