How to Hire for Advancement Monday, October 10, 2016 10:45 am – 11:45 am

Robert Driver Executive Director Gonser Gerber Search rdriver@gonsergerber.com 630-505-1433

Agenda The Talent Market: Issues We Face Step 1: Candidate Searches Step 2: The Interviews Step 3: Hiring Process Step 4: On Boarding Step 5: Goals for Retention

The Talent Market: Issues We Face

UnderDeveloped: A National Study of Challenges Facing Nonprofit Fundraising CompassPoint and the Evelyn and Walter Haas, Jr. Fund Survey and Report, 2013 National survey of 2,700 executive directors and development directors Conducted to understand more deeply the development challenges nonprofits face today. http://www.compasspoint.org/underdeveloped

UnderDeveloped: A National Study of Challenges Facing Nonprofit Fundraising High levels of turnover in development director positions Lengthy vacancies in development director positions Lack of basic fundraising systems Inadequate attention to fund development among key board and staff leaders

The Chronicle of Philanthropy Says Average turnover time for development positions is 16 months Half of Chief Development Officers would like to Quit The same environmental factors that drive those statistics affect recruitment

How to Hire for Advancement

Opening Thoughts People: THE Key to Success Expectations in the Process (Clarity) Each Search: A Journey with Ups and Downs Recruiting takes Time/Energy/Organization

Lessons I’ve Learned Every institution is Different Your Experience with Recruitment Recruitment at All Levels Time/Timing – How long? When is Best? Define Needs – Involve Key Constituents You are Buyers AND Sellers

It’s important to know: Who are you?

What is Your Culture? Can You Say? My Board is Very Supportive of Development My Executive is Very Supportive of Development We have the resources needed to do the job We have a strong philanthropic culture We have a supportive team-focused and accountable environment

Culture (continued) We have joy in the workplace and are connected to our mission We are given professional membership, growth and educational opportunities I/We have a professional mentor or network We are reasonably compensated for our work Our benefits are competitive

Strong Teams Perform!

Step 1: Candidate Searches

Job Description and Clear Expectations Review and Update Regularly Determine How Materials will be Used Avoid HR speak in Document(s) Ownership of Key Constituents Three Sections: Duties and Responsibilities Knowledge, Skills and Abilities Education and Experience

Position Announcement Marketing and promotion Written announcement: Brief as possible; Draw the reader in Pictures Favorably characterizes the geography, institution, the department, and the opportunity Key characteristics and attributes sought Link to job description

Where to Promote Openings Networking Targeted advertising Chronicles Local and regional papers and journals Professional associations Institution web site Other professional sites Social networking

Cover Letters and Resumes Reveals writing ability and thought processes Clean and Crisp with no typos or errors Cover letter that helps support the resume not repeat it Does candidate resonate with mission in cover letter?

Communicating with Candidates Communicate that the application was received Communicate when you know they are not proceeding in the process Communicate with preferred candidates about process/timeline Provide candidate feedback after interviews Reflect the professionalism of your organization.

Working with Your HR Department Discuss process and timeline Understand recruitment policies Role clarity: Who is the Decision-Maker? Accountability: Who Does What? By When? Salary, benefits and options Internal versus external candidates

When to Hire a Search Firm Typically management level positions Work load relief Outsource process and timeline management Build a broader pool

Step 2: The Interviews

Interview Committee Job description – roles/responsibilities Who is the key decision maker for this position? What key constituents have investment in or rely on this position? 5 to 7 people recommended for top position Confidentiality

Which Candidates to Interview Pool review Semifinalist round? Finalist round By what method? Phone? Video? In Person? Be prepared for contingencies

Interview Questions Warm up Experience Strengths and weaknesses Emotional acumen Management/Leadership style What not to ask!

Cues and Clues Trashing employers Prima Donna city Did they do their homework? Cultural fit (Catholic?) How is this person going to be in front of donor prospects? Board members? Other key constituents? Length of answers Nonverbal cues

When to Call References Later in the process – Let candidate know Who makes the calls? What references are best? Questions to ask Background checks

Step 3: Hiring Process

Hiring Process Negotiations Salary Benefits Relocation costs Cost of living differences Bonuses? Start date Letter of Agreement

Step 4: On Boarding

Welcome Your New Employee First Impressions Organization Orientation and handbook Team and other institutional colleagues Priorities for the first 30- to 90- days of work Awareness of organizational culture and challenges Operational basics

Step 5: Goals for Retention

Goals for Retention Setting Goals Communicate/Review often with employee Adjust as Needed Reward and Recognize Performance Evaluation and Reward

Professional Development Budget? Association membership Conferences Education, certification, and/or training Team building and assessments

Final Thoughts Clear job description and goals Spend time on the process – plan! Hire a search firm if you don’t have the time or want a broader pool of candidates Help new staff transition well Communicate frequently Provide additional resources

Make Our Garden Grow

QUESTIONS?