News & Insight

11th November 2024

Fundraising recruitment – how to find and keep a talented fundraiser

Consultant Helen Cox has been in conversation with a network of high-achieving fundraisers and here, inspired by a lively discussion at a recent Philanthropy Company meeting, shares her insight for organisations looking to recruit (and keep) a talented fundraiser.

Do Unicorns Exist? Tackling the disconnect in fundraising recruitment

If you’re recruiting a fundraiser, you need to get it right. Top fundraisers are invariably looking for secure roles in well-run and sustainable organisations that understand what it takes to deliver their fundraising programme.

We asked: are we seeing a growing disconnect between organisational expectations and candidates’ priorities? If so, what steps can organisations take to bridge the gap?

A challenging time for the third sector

We are experiencing a time of great change in the charity sector. The National Council for Voluntary Organisations (NCVO) note that cost-of-living challenges continue to push demand for services whilst inflation and low wages are impacting recruitment, donations and financial stability.

The new budget brings welcome news of commitment for increased local government funding but also a real challenge in the announcement that National Insurance (NI) will increase, which is creating sector-wide alarm.

The financial crisis that has been affecting higher education institutions risks being further compounded by the changes to NI. A worrying trend from recent research published by PwC and the OfS suggests up to 40% of UK universities could be in deficit in the coming year. And, for independent schools, whatever your perspective may be on the introduction of VAT on fees, they will now need to absorb a double whammy of VAT and increased NI.

The NCVO estimate the financial impact on the UK charity sector will bring additional costs of around £1.4bn annually, putting incredible pressure on an already stretched sector.

Impact on fundraising and recruitment

It’s clear, therefore, that competition for funding is not going to lessen. Sadly, for some organisations, responding in time to a myriad of financial challenges facing them will simply not be possible.

So where does this leave talented fundraisers and the organisations trying desperately to recruit them? We are already seeing some disconnect between what many organisations are looking for, or offering, and what experienced fundraisers are seeking. Additionally, as charities and institutions tighten their belts, they may look for ways to cut corners.

We might expect to see the conflation of fundraising roles. Perhaps we’ll see organisations looking for ‘income generation’ recruits who combine philanthropy with commercial activity. Or, integrating fundraising, marketing and comms. Unfortunately, some organisations may simply try to shift the pressure onto their fundraising team by increasing targets.

Attracting talent

What steps can be taken to refocus the offering and attract great candidates with relevant experience?

Be specific. What does your organisation actually need? Do you really need someone to come in and deliver activity for six different areas of fundraising? Or would it be more astute to press pause, do some feasibility around priority funding streams, deliver a laser focus on opportunities that best suit your organisation, then recruit for that skill-set? With specificity you can show candidates you know what you need and create a more compelling role.

Be focused: Fundraising is not one amorphous profession. Fundraising professionals constitute a real range of specialisms, with years spent perfecting their craft. A brilliant legacy specialist and a trust expert will likely have very different interests and skill-sets. This is also true when considering amalgamating income generation or marketing into fundraising. Whilst ‘unicorns’ – people who can turn their hand to anything and everything and make a success of it – do exist, they are rare. You may fail to recruit if your role is too broad for the majority of candidates. The take-away is to focus on the expertise you really need and retain your focus.

Be realistic. We have all seen job ads stating “it’s an exciting time as we aim to double our philanthropic income over the next three years”. Unless backed up with research to show how this target will be achieved, statements like this can act as a real red flag to good fundraisers. Every organisation is different but the one constant is that a realistic and well-researched strategy will inform KPI’s and targets, not the other way around. Be prepared to let candidates know how targets are set and what feasibility has been carried out to inform them.

Don’t try to recruit Joan of Arc! I sometimes see organisations looking to recruit a fundraiser to go forth and deliver ‘the fundraising’ or fill gaps in budgets without considering the critical role that the wider organisation has to be fundraising ready. If you expect your fundraiser to bring about the organisational change required as well as raise the funds, they – and you – may fail. In a nutshell, organisations that take full responsibility to set themselves up for fundraising success put their fundraisers on a far stronger footing to succeed. Being open about your commitment to organisational readiness to share your understanding that fundraising is a team-effort could also help you to attract the right candidates.

Think about culture. It’s a competitive market out there. To find a talented fundraiser, consider that you are not simply looking to ‘recruit’ but to tempt someone away from an organisation where they are, hopefully, achieving and happy. What can drive a successful fundraiser to move? Money, a different job title and flexible working will always be part of it, of course. But culture is also critical. Whilst a bit of turnover is healthy to avoid stagnation and to bring different experience and perspectives, people are increasingly wary of organisations that are constantly recruiting. It can reflect a toxic culture, or a lack of commitment to fundraising at an organisational level. Networks now are such that fundraisers ask around and do their due diligence. If you have experienced high staff turnover, take the time to find out why and resolve it. In my experience, a cohesive, collaborative approach to fundraising will always outperform a harsh or competition-based approach.

Reflections

On reflection, what organisations and candidates are looking for in a fundraising role is often the same – to be successful. But many job descriptions don’t take into account the work that sits beside and alongside outward-facing fundraising work. Candidates know this and so will avoid or leave organisations that are not set up for them to succeed.

Be prepared to share where you are on your fundraising journey. No matter the stage of your journey, ensure you understand what your organisation needs to do – as well as what you will be asking of your fundraiser – to find candidates with the right kind of expertise. Clarify expectations to avoid a mis-match and ensure team culture is healthy and genuinely aligns with your organisational values. Review your readiness and take action if you need to – don’t expect your fundraiser or fundraising team to do this alone. Be driven by research and reality to ensure what you are asking for is feasible to truly empower your fundraising team to succeed.

I think time spent better aligning organisational needs with what experienced candidates are prioritising is valuable. It creates a better chance of finding a good fit – on both sides – and boosting fundraising capacity and long-term success. I’d love to hear your thoughts.

Philanthropy Company has supported many organisations to adapt their recruitment approaches and to review internal readiness and feasibility to deliver what top candidates expect.

If you need advice on direction for your fundraising programme, or insight into where your best opportunities for success lie, please get in touch – enquiries@philanthropycompany.com.