In the nonprofit world, salary is always a touchy subject. For a variety of reasons we all know too well, there are rarely enough resources to pay people on par with the for-profit world. We also see a very stark trade off between compensation and mission. All too often, I’ve seen nonprofit leaders weigh providing more or better service to families versus increasing compensation for their staff.
Contractors are everywhere in the nonprofit world. When I started working with nonprofit organizations in 1993, almost everyone was an employee, except for the all- too-rare consultants.
Now, it’s hard to find an organization of any size without contractors. They’re not only consultants, but also others who usually bring very specialized skills.
All too common story ... I was recently working with the leader of a nonprofit organization who is talking about his latest dilemma: a mid-level manager who is exiting the organization, and both this manager and he were upset. He was disappointed that the manager was leaving but didn’t think she had lived up to her potential. On the flip side, the manager felt resentful, believing she was hired for a very different job than the one she was required to perform.
When the leader asked me for my advice on what to do next, I suggested the departure is probably mutually beneficial. In truth, both leader and manager would not be able to reconcile. The challenge wasn’t a typical human resources issue about compensation, communications, or relationships.
I recently was invited as a guest on Staffing Startup TV- the leading podcast for recruitment entrepreneurs. Dee Williams asked some compelling questions that will help you learn how we created the system, how it works, and why the uptake has been so swift.
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.
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.