Archive for October, 2016

Hitting Where It Hurts: When Fundraisers Leave

What’s a nonprofit to do about employee turnover? Some nonprofit employees can seem like rolling stones. They come in, work for a few years or less, and leave to other opportunities. Why are employees—particularly fundraisers—“gathering no moss”? Can organizations effectively quell the revolving door trend? The Chronicle of Philanthropy reports that fifty percent of chief fundraisers plan to leave their jobs within two years. Forty percent are thinking about leaving fundraising entirely. “Too many organizations lack a culture of philanthropy, which means that development directors don’t have the conditions they need to succeed,” Marla Cornelius of CompassPoint said. “It’s a vicious cycle.” 2,700 directors were surveyed about the challenges they face in top fundraising positions for the report Underdeveloped: A National Study of Challenges Facing Nonprofit Fundraising. The research revealed about half of the development directors surveyed expect to leave their positions, one-third of executive directors reported being “satisfied” with development performance, and the median vacancy of a position was six months. Gainfully employed professionals typically give 3 reasons for why they would change employment: for better compensation/benefits, for a better work/life balance, or for greater opportunities for advancement. The reasons professionals actually change employment: for better leadership from senior…

Tag-Teaming Leadership Transitions

Whether we are talking about board members or presidents, organizations with mandatory term limits for non-executive leaders face significant challenges in dealing with senior turnover that brings new personalities and different leadership perspectives to organizational management. How can nonprofits adapt to these frequent changes in governance without disrupting their momentum and continuing their mission? The Association of Junior Leagues International (AJLI) leadership-transition model has some very real strengths, both in terms of structure and practice, and can serve as a model for other nonprofits with complex operating structures. 1. Does your transition structure support successful outcomes? At AJLI, an unusual (at least for many other nonprofit organizations) “tag team” approach to achieving successful leadership transitions has proven useful for many years. The president-elect (PE) is elected for a one-year term, after which she automatically succeeds to a two-year term as president, and the second year of each president’s term pairs her with the rising PE. As a result, the PE is effectively incorporated into the senior leadership team in a structured transition that ensures continuity for board leadership and providing the potential – if not the certainty – of strong relationships in the leadership cadre now and in the future….

8 Ways You Can Increase Your Chances of Getting Hired

Are you tired of sending out resumes and getting no responses, or going out on interviews only to lose the job to another applicant? These eight strategies can help increase your chances of getting hired. Finding a job is difficult. Some people get lucky and find their dream job right out of the gate. Others send out dozens or even hundreds of resumes before they land an interview. If you find yourself in the latter situation, you may be wondering what you can do to change your luck. There’s no magic spell that can get you hired right away, but the eight tips below will significantly improve your chances. 1. Tell the truth This certainly isn’t the kind of secret step that is going to push you to the top of the applicant pile every time, but it’s important to realize how vital honesty is during the job application process—especially because of how unusual it can be. According to CareerBuilder, 58% of hiring managers have caught a lie on a resume. Job searchers these days seem predisposed to stretch the truth, whether it’s something relatively innocuous like tweaking the wording of a job title or something extreme like lying about…

8 Guidelines to Spreading a Wide Net for Talent

1. Always Be on the Lookout Managers must deliberately seek to develop sharp recruiting skills by becoming relentless recruiters at all times. When you come across an impressive individual, ask to stay in touch so that when a job opening occurs you can contact him or her immediately. Never hesitate to ask whether they know of anyone who has exceptional abilities. 2. Have a Clear “Elevator Speech” Ready Managers need to be able to recite your “employment brand value” clearly so that a job candidate would want to work for their organization. It’s important to be able to sell an organization to someone who may become an internal part of the organization just as well as to those outside the organization. 3. Look for People that Fit Managers shouldn’t just search for the best candidate they should look for the right candidate. Numerous studies have shown that employees are more apt to stay with an organization when the fit is right. Therefore, it is vitally important for a manager to have a sound, internalized grasp of the culture of their organization and be able to recognize with insight and accuracy the kind of person who will thrive in that environment….