FUNDRAISING AT THE SPEED OF LIFE MINNEAPOLIS AUGUST 28-30 THE DEPOT REEHERVISTACONFERENCE.COM
DATA INFORMED TALENT MANAGEMENT: USING ANALYTICS TO BUILD A BETTER FUNDRAISING TEAM MINNEAPOLIS AUGUST 28-30
Rod Grabowski Vice President for University Advancement GUEST SPEAKER
PURPOSE To provide you with strategies and tools to help you proactively manage your fundraising talent, improve gift officer tenure, and your fundraising results.
SESSION TOPICS Explore activity and habits of a high performing gift officer Learn how Rod Grabowski from the University at Buffalo manages talent to drive a high-performing team Understand how to use data to inform your talent management practices Discover tools you can use to proactively manage your team
OFFICER DEPARTURE IS EXPENSIVE Average tenure: 2.8 years 2.5X Cost to replace an officer: $230,000 Dollars Raised Years
EARLY SUCCESS LEADS TO HIGHER RETENTION What Boosts Gift Officer Performance? Hiring Process Who You Hire Onboarding Process Work Habits Culture
WHO ARE PRIME OFFICERS? Top Quartile in Visits Top 2 Quartiles in Proposals Submitted >$25K
WHO ARE PRIME OFFICERS? 3X more productive at the median dollars raised than non-prime officers $210,000 median $625,000 median
NON-PRIME OFFICERS MORE LIKELY TO DEPART 2x More Likely to Depart in the First Two Years $210,000 median $625,000 median
HOW TO HELP UNDERPERFORMING OFFICERS Refocus Have officers create target list of opportunities they expect to close Involve campus partners to help influence gifts Establish shared goals with institutional leaders $210,000 median
HOW TO HELP UNDERPERFORMING OFFICERS Retrain Build training methods that accommodate different ways of learning Choose topics that will benefit everyone, like making successful asks or leveraging proposals Demonstrate your investment in officers success $210,000 median
ROD GRABOWSKI, CFRE, MBA Vice President for University Advancement University at Buffalo
TALENT MANAGEMENT Hiring Inclusive Network Culture & Career Growth Orientation Comprehensive Mentoring Education & Training Annual Review Comprehensive Subjective & Objective Criteria Merit & Incentive Compensation Career Path Strengths Finder Career Track Planning Education and Training
CULTURE AND HOW TO MANAGE TALENT Culture needs to be motivational and visionary Expectations need to be clear Goal setting needs to start with the gift officer Identify top performers Recognize that top performers sometimes require nuance in your management style
CULTURE & INCENTIVE COMPENSATION University of Cincinnati Turnover Rate vs Fundraising Success Fiscal Year Turnover Fundraising 2013 25% 2014 4% +134% 2015 1% +110% 2016 6% +203%
CULTURE & INCENTIVE COMPENSATION 2016 Marts & Lundy Report Insights into Incentive Compensation Survey of institutions that offer incentive comp as well as those with a metrics-only program. Employee Retention improvement: o 67% of incentive comp respondents o 25% of metrics-only
BEST IN CLASS ADVANCEMENT ORGANIZATION Employees need to: o Believe in your mission and direction o Feel supported and respected o Know that their work is appreciated Incentive comp is a way to say, Thank you for your efforts you are a valued member of the organization
TOOLS TO INFORM TALENT MANAGEMENT
EXAMPLE GOALS Visits First-Time Visits Proposals Over $25K Dollars Granted KEEP GOALS STRAIGHTFORWARD
Benchmark officers against peers in similar roles across the entire community KNOW THE NORMS & HOW YOU COMPARE
NOTICE: Changes in activity Fewer new relationships ACT: Redirect Incent or Expand NOTICE PATTERNS & CHANGES EARLY ON
Be alerted if officers are off-track in their first year BE PROACTIVE
SESSION TAKE-AWAYS Use data to identify and help struggling gift officers Enable a culture of high performance Boost successful officers Increase your retention rates Drive a high-performing team using strategies Rod Grabowski has found effective Consider tools to help you proactively manage your team
THANK YOU! Rebecca Leddick Strategic Sales Reeher Rod Grabowski Vice President of Advancement University at Buffalo