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

2. Robert Driver Executive Director Gonser Gerber Search

3. 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

4. The Talent Market: Issues We Face

5. 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.

6. 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

7. 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

9. How to Hire for Advancement

10. 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

11. 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

12. It’s important to know: Who are you?

13. 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

14. 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

15. Strong Teams Perform!

16. Step 1: Candidate Searches

17. 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

18. 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

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

20. 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?

21. 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.

22. 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

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

24. Step 2: The Interviews

25. 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

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

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

28. 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

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

30. Step 3: Hiring Process

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

32. Step 4: On Boarding

33. 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

34. Step 5: Goals for Retention

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

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

38. 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

39. Make Our Garden Grow

40. QUESTIONS?