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Staff acquisition and retention If your people are your greatest asset, is it really that different from fundraising?

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Presentation on theme: "Staff acquisition and retention If your people are your greatest asset, is it really that different from fundraising?"— Presentation transcript:

1 Staff acquisition and retention If your people are your greatest asset, is it really that different from fundraising?

2 Welcome Julia Roberts Director, Fundraising Practice Simon Callaghan Business Manager, Fundraising Practice

3 Goal 1.Why people move 2.How to keep them 3.How to attract the best candidates

4 State of the market 1. More roles than people 2. Distinct lack of candidates, especially with solid major gift and corporate new business experience 3. Lack of genuine understanding from CEOs and Boards

5 Why people move 1.Cause no longer excites and motivates 2.Career progression 3.Lack of strategic direction from the top 4.Professional development 5.Salary

6 Retention Techniques 1.Script the first 90 days for smooth on- boarding 2.Track employee engagement and morale 3.Improve team communication 4.Offer areas of cross working 5.Invest in professional development 6.Improve access to senior management 7.Promote internally

7 So how does acquisition work in practice?

8 What is your case for support 1.Why should candidates join your organisation vs. others 2.How are you different 3.What can you offer great candidates that others can’t

9 Define your goal 1.What does this role need to achieve 2.Do you stick with the tried and tested or is it time to test a new solution A. Like for like B. Review what you actually need and refresh your JD

10 One size does NOT fit all Finding the right thought leaders requires time and commitment from your organisation. Getting it right has a profound impact on all future retention and acquisition strategies. Personal networks

11 Look beyond basic competencies 1.Culture fit 2.Values 3.Test, test, test the track record 4.Run a rigorous recruitment process

12 To outsource or not to outsource Probably not a worthwhile investment if: 1.You already know your ideal candidate is up for the challenge 2.There is an obvious internal candidate

13 To outsource or not to outsource, cont’d... Time to consider when: 1.Your programme needs transformational growth 2.There is a substantial change management piece at stake 3.You want to ensure that you are tempting those candidates who are not actively seeking a new role

14 Finding a trusted partner Invest in a trusted recruitment partner who takes time to get to know you and your objectives and is honest enough to tell you when you’re getting it wrong.

15 7 Barriers to success 1.Competition in the marketplace 2.Limited salaries and budgets 3.Lack of risk taking 4.External perception of the charity 5.Shortcuts to the recruitment process 6.Not giving recruitment the investment it deserves 7.Recruitment panel not alligned

16 7 Steps to ensure success 1.Understand what you need, including skill set and culture fit 2.Communicate your brand proposition 3.Craft an engaging job pack with a clear call to action 4.Invest your time 5.If ‘outsourcing’, engage with a trusted partner 6.Ensure a comprehensive recruitment programme from end to end 7.Reference, reference, reference

17 Julia Roberts Director Simon Callaghan Business Manager Any questions?


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