How to Hire a Fundraiser: New Talent Acquisition and Management in the Nonprofit Setting

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With a dearth of quality development officers, we have to hire smarter and better...and then manage talent to avoid the high cost of turnover. In this fact-paced, one-hour webinar, we will focus upon …

With a dearth of quality development officers, we have to hire smarter and better...and then manage talent to avoid the high cost of turnover. In this fact-paced, one-hour webinar, we will focus upon the steps for smart hiring as well as how to check and hire for values to assure a good fit with the organization's culture. We will also assess the true cost of hiring and the real value of talent management.

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  • 1. How to Hire a Fundraiser: New Talent Acquisition and Management in the Nonprofit Setting David A. Mersky July 11, 2012A Service Of: Sponsored by:
  • 2. INTEGRATED PLANNING Advising nonprofits in: www.synthesispartnership.com • Strategy • Planning (617) 969-1881 • Organizational Development info@synthesispartnership.comA Service Of: Sponsored by:
  • 3. www.mission.doA Service Of: Sponsored by:
  • 4. Today’s Speaker David A. Mersky Founder and Managing Director Mersky, Jaffe & AssociatesAssisting with chat questions: Hosting:Jamie Maloney, Nonprofit Webinars Sam Frank, Synthesis PartnershipA Service Of: Sponsored by:
  • 5. How to Hire a Fundraiser: New Talent Acquisition and Management in the Nonprofit Setting David A. Mersky Founder and Managing Director Mersky, Jaffe & Associates July 11, 2012©2012 Mersky, Jaffe & Associates
  • 6. Stay tuned until the end… …for an offer that you cannot refuse.©2012 Mersky, Jaffe & Associates
  • 7. ©2012 Mersky, Jaffe & Associates
  • 8. The State of Philanthropy in America Today©2012 Mersky, Jaffe & Associates
  • 9. The number of 501(c)(3) organizations, 2002–2011
  • 10. 2011 charitable givingTotal = $298.42 billion
  • 11. The NGO Human Resource Environment • NGOs confront a most serious issue – Little or no movement at the top – Challenge to retain talent • Succession crisis • On the other hand, organizational professional leadership talent deficit particularly in development and fundraising©2012 Mersky, Jaffe & Associates
  • 12. Talent Deficit: Challenges• Alternative career choices• No clear career-tracking nor plans for retention• View professional development and continuing education as a luxury• Greater complexity/uncertainty in the sector• No self-imposed CPE requirements©2012 Mersky, Jaffe & Associates
  • 13. Talent Deficit: Challenges • Growing number of nonprofits – 200,000 + since 1975 – 10% of national workforce—19% in NYC – Next 12 months, 28% of NGOs with $1 MM + revenues plan to make senior management hires=24,000 vacancies • Major communal bodies have lost 60% of their donors over the past 40 years • Insularity chokes off a sense of larger movement to improve our cities, our nations and the world©2012 Mersky, Jaffe & Associates
  • 14. Prescriptive Approaches • Educate our boards and leaders about the challenges and crisis • Have serious, intentional conversations about succession planning—professional and volunteer—at board meetings • Value professional development and continuing professional and volunteer education – We need visionary funders – Agencies should tax themselves 1% to 2% of budget for CPE©2012 Mersky, Jaffe & Associates
  • 15. Prescriptive Approaches• Recognize that a professional career has phases – Each requires a different kind of development• Create standards and benchmarks so organizations – can measure itself against its own talent management and retention goals – Can compare themselves against others by sector, geography, size, etc.©2012 Mersky, Jaffe & Associates
  • 16. But… …it makes little sense to spend time and money to train and develop your team—particularly the fundraisers—when they lack the capability for sustainable improvement. • ―Mishiring‖ is an epidemic • 20% to 33% of all fundraisers lack the capacity to be successful©2012 Mersky, Jaffe & Associates
  • 17. Past Hiring Methods No Longer Apply • A bad hire—a person who does not make it through the first year—can cost 150% (200% to 250% for senior executives) of the first year’s compensation plus lost opportunities • Multiply these costs by your employee turnover©2012 Mersky, Jaffe & Associates
  • 18. Past Hiring Methods No Longer Apply • Past record of stellar performance – Different organization, different competitors, different offer, different donors • Accuracy of resume – Rigorous and methodical reference checking is now a must • Your ability to ―read‖ people, i.e., your ―gut‖ – More often than not hurts hiring effectiveness©2012 Mersky, Jaffe & Associates
  • 19. A Formal Hiring Process • The goal is to get the right people on the bus and invest in them = talent management and retention • To do that – Get off the seat of your pants – Create a formal process to provide an objective assessment of each candidate—the most critical success factor in hiring today©2012 Mersky, Jaffe & Associates
  • 20. ©2012 Mersky, Jaffe & Associates
  • 21. Steps for Smart Hiring • Form a three person hiring team • Agree on how the position and the organization will be described in a consistent way to all candidates • Write an accurate job description—not ―walk on water‖ • Create a resume screening filter to eliminate unqualified – Respond to everyone with appreciation – Keep people informed as to where they are in the process©2012 Mersky, Jaffe & Associates
  • 22. Steps for Smart Hiring• Build a profile for the role – Skills—a developed aptitude or ability, such as – Listening – Presenting – Traits—an inherited or innate characteristic, such as – Tenacity – Intelligence – Drive for self-improvement – Integrity – Positivity – Flexibility – Curiosity – Coachability©2012 Mersky, Jaffe & Associates
  • 23. Steps for Smart Hiring • Engineer 1st, 2nd and, if required, 3rd round interview questions • Develop a rigorous reference-checking procedure • Build simulation and role-playing exercises into interview for final candidates • Build a relationship with a predictive testing provider • Create individualized on-boarding plan for each new hire©2012 Mersky, Jaffe & Associates
  • 24. I Know What You Are Thinking…• Where am I going to find the time to do all of this? – “I do have a day job!”• Look at the numbers: – Building the process=10 hours – Taking the first candidate through the process (rather than ―tell me about yourself…‖)=5 hours• Raise your success rate from 2 out of 3 to 3 out of four where one wrong hire might cost $250,000 ©2012 Mersky, Jaffe & Associates
  • 25. ©2011 Mersky, Jaffe & Associates
  • 26. Some final thoughts…• Practice what you preach—Always Be Prospecting – Prospecting is a process—not an event – Set aside time each month to prospect and interview fundraising talent©2012 Mersky, Jaffe & Associates
  • 27. Some final thoughts…• Go for EQ not IQ – Emotional intelligence is more valuable than a 4.0 – Here are three EQ traits: • Assertiveness – Don’t waste time—theirs or prospects—on unqualified opportunities – Know how to state what is needed from prospect • Empathy – Turn off WII-FM – Show genuine, sincere interest in prospects and donors • Flexibility – Open to new ideas – Uses new information which comes at ever faster pace.©2012 Mersky, Jaffe & Associates
  • 28. Some final thoughts… • Flexibility – Open to new ideas – Uses new information which comes at ever faster pace• Check and hire for values – Cultural fit – ―Tell me about a time when you helped one of your peers or another department and received no recognition or reward.‖©2012 Mersky, Jaffe & Associates
  • 29. Some final thoughts… • Invest your time wisely – Keep new hire motivated – Provide continuous feedback and professional development opportunities • Private recognition nice—public approbation better • Make every meeting a ―money maker‖ – Plan so that everyone walks away with a nugget to make them more successful that week©2012 Mersky, Jaffe & Associates
  • 30. ©2012 Mersky, Jaffe & Associates
  • 31. To receive two free lists of questions…1. To ask in an initial screening interview2. A second round interview3. To ask when checking references Send an email to: david@merskyjaffe.com ©2012 Mersky, Jaffe & Associates
  • 32. Mersky, Jaffe & Associates Financial and Human Resource Development Solutions for Nonprofits 800.361.8689 413.556.1074 fax www.merskyjaffe.com OFFICES IN BOSTON AND NEW YORK©2012 Mersky, Jaffe & Associates
  • 33. Find listings for our current season of webinars and register at: NonprofitWebinars.comA Service Of: Sponsored by: