Hiring Differently: How to Find Alternative Fundraising Talent. Key Decision Makers Track Sponsored by:

Transcription

1 Hiring Differently: How to Find Alternative Fundraising Talent Key Decision Makers Track Sponsored by:

2 INTRODUCTIONS Michael Doyle Vice President for Institutional Advancement & Treasurer Loras College James Hansen Associate Vice President, Regional Development & Principal Gifts, University Advancement, Marquette University Lynn Heumann Assistant Director of Recruitment and Human Resources, Office of University Development, University of Michigan Daniel Fissinger Consultant, Executive Search, Campbell & Company 2

3 OUR TIME TOGETHER 10:30 10:45 am Introduction & Presentation 11:10 11:30 am Questions and Feedback 10:45 11:10 am Panel Questions and Discussion 3

4 ADVANCEMENT LEADERS IN HIGHER ED REVEALED PERVASIVE HIRING AND RETENTION CHALLENGES IN STAFFING THEIR DEVELOPMENT TEAM In the past two years, has your institution struggled to hire and retain frontline major gift fundraising officers? 70% Competition for experienced gift officers is fierce. Yes 70% No 28% I don t know 2% 70% of respondents said they have struggled to hire and retain frontline major gift fundraising officers in the past two years. This approach is bad for the sector. 4

5 A SCARCITY OF QUALIFIED CANDIDATES IS THE MOST- OFTEN CITED REASON FOR HIRING CHALLENGES Hiring challenges are due to (select all that apply): 88% Large campaigns require large teams. Lack of qualified candidates 88% Geography of our institution 51% Not able to agree on compensation 44% Other 16% Of those who had experienced hiring challenges, 88% said it was due to a lack of qualified candidates, with location and compensation also cited. Qualified talent is not cheap. So what does qualified mean? 5

6 THERE ARE A FEW COMMON CAREER SECTORS THAT PRODUCE MORE CANDIDATES MAKING THE SWITCH TO PHILANTHROPY Your most recent non-traditional hires have what types of professional backgrounds (select all that apply): Sales 68% Marketing 57% Financial Services 39% Academic 29% Political Campaigns 14% Other 50% 64% Our survey indicated more than 64% of respondents are intentionally recruiting non-traditional talent for direct fundraising positions. For transitions into fundraising, some career paths are more natural than others: Bankers Wealth Managers & Financial Planners University Admissions Officers Athletic Coaches Attorneys Real Estate Brokers Political Campaigners 6

7 UNIVERSITIES AND COLLEGES NEED TO THINK CREATIVELY AND PROACTIVELY ABOUT RECRUITING Does your institution employ a human resources professional focused on the issues of the Advancement team? 25% HR within the Advancement team. Yes 25% No 75% 25% of respondents have an on-staff HR professional focused on issues of the Advancement team. Circumvent the competition. 7

8 ADVANCEMENT LEADERS SHOULD ALSO LOOK WITHIN THEIR OWN INSTITUTIONS FOR IMMEDIATE AND FUTURE FUNDRAISING HIRES I nurture talent in-house by coaching our young professionals here through a summer program with 15 to 20 interns. I hire about a quarter of them every year, and I now have 30 to 40 of them on my staff who began as interns. Vice President for Development & Alumni Relations, public university Conversations with university advancement leaders indicated that looking within their own institutions for talent was both a shortand long-term solution. Admissions, athletics, and affinity. Cultivating students for development careers. 8

9 CONSULTANTS CAN HELP IN RECRUITMENT AND OTHER FACETS OF HR 66% In the past two years, how many frontline fundraising positions has your institution filled with the help of an executive search firm? It costs a lot to hire. Financial Costs, Replacement Costs, Training Costs, Intangible Costs 0 positions 66% 1-2 positions 26% It costs a lot to rehire, too. 3-5 positions 3% 6+ positions 3% I don t know 2% 66% of respondents have not used an executive search firm for frontline fundraising positions in the past two years. Hire right the first time. 9

10 Panel Discussion 10

11 PANEL DISCUSSION Michael Doyle Vice President for Institutional Advancement, Loras College James Hansen Associate Vice President, Regional Development & Principal Gifts, University Advancement, Marquette University Lynn Heumann Assistant Director of Recruitment and Human Resources, Office of University Development, University of Michigan 11

12 Questions? 12

13 Session evaluations will be ed. Don t forget to attend CASE After Hours this evening to further network with attendees.