2. Post the position.  Post the position on websites where potential candidates might visit.

• Local and regional nonprofit job sites
• National and local chapters of associations that encompass the position (ex., for fundraising/development positions,  the Association of Fundraising Professionals national site and its local chapters)

3. Identify and recruit passive candidates.  Contact the following:

• Current staff of the nonprofit
• Staff at other agencies who excel in the open position
• CEO/executive directors of other organizations
• Other constituents (board members, beneficiaries of your services, other stakeholders such as charitable foundations)

Ask them if they know individuals who might be good candidates.

4. Review Resumes.  Look for:

• Skills and experience listed in job description
• Length of prior service with each employer
• Increasing responsibility with the same employer

5. Conduct Screening interviews.  Take the time to schedule preliminary 30 minute interviews with the top 10 candidates (depending on the number of applicants).  You will learn much more face-to-face than by examining resumes.

6. Make sure that the interviewer has a background in the open position.  For example, someone with a development/fundraising background should interview fundraising candidates because s/he knows what to look for in a fundraising candidate.

7. The Interview itself.  Look for a record of productivity.  Focus on behavior questions.  Ask for specific examples that cover the critical attributes necessary for the position.  For instance, if it is a development position, ask for examples of how h/she closed their largest major gifts.

8. Informal reference checking.  Often the CEO, staff, Board or others will know individuals who have familiarity with the candidate.  Contact those people and ask them about the individual.  You can save much heartache by screening candidates who interview well and have impressive credentials but are not productive.

9. Do an online background check.  Hire someone to do a google and social media background search on the candidates.  The purpose is to look for “red flags” that might show up online.

10. Exhibit goodwill to all.  Show enthusiasm for the successful candidate and respect for the unsuccessful candidates.  Take the time to thank those who helped with the interview process and the unsuccessful candidates.  Let everyone see that your nonprofit organization is a “class act.”

Some of the above steps require you to “go the extra mile.”  Is a “great hire” worth the effort?  You decide.

Posted by William J. Moran, J.D., M.S.Ed.

(Bill Moran, The Moran Company, specializes in nonprofit executive searches for executive directors, development/fundraising staff and other top nonprofit leadership)

© 2012 The Moran Company
“We find great nonprofit executives”

1.   What is your background in the nonprofit sector?  What is your background in our field? (ex., child welfare, education, hospital foundation, etc.)  What searches have you done in this field?

2.   What is your background specifically with this position (ex., Executive Director/CEO, Development/Fundraising, CFO/Controller etc.).  How many searches have you done for this position?

3.   How can we determine appropriate salary levels for this position?

4.   What is your search process?

• How long do your searches usually take?
• Will this be a regional or national search?
• What is your process in advertising the position?
• What is your process in recruiting candidates not actively seeking a job change (passive candidates)
• What is your screening process for candidates before bringing them to us? By telephone?  Face-to-face?
• How do you work with a board search committee?
• Are you present at the semi-final interviews?  At final interviews?
• What status reports do you provide on search progress?  How often?
• Do you do online searches on the candidates?
• Do you conduct credit/criminal background checks?  Additional fee?

5.   What are your fees?  How are they paid?

6.   Who pays expenses?  What is a range of expenses for a typical search?

7.  What is your guarantee if the placed person leaves?

Posted by William J. Moran, J.D., M.S.Ed.

Bill Moran, The Moran Company, specializes in nonprofit executive searches for fundraising staff and executive directors. www.morancompany.com

© 2012 The Moran Company
“We find great nonprofit executives”

1. Be responsive to the candidate’s questions and inquiries. At an early stage in the search process, everything the nonprofit organization does, or does not do, will convey meaning to the candidate.  Be professional and responsive.  The candidate is watching you.
   
   
2. Pay market or above market salary. This is easy to say but may be hard to do.  Be aware that the salary does make a difference in the caliber of candidates that you will attract.
   
   
3. Convey to candidates that they will be supported in the position.  If the candidate gets the feeling s/he will not have the support s/he needs for success, a good candidate will back out and you will only be left with those who either do not care or have limited career choices.
   
   
4. Have people who understand the position interview the candidate. For example if it is a fundraising position, have staff who understand fundraising help interview.  This would seem self-evident but often it is not.  An HR person and CEO might interview fundraising candidates without a real understanding of the fundraising process.  Interview questions will reflect this lack of understanding.  This is a turnoff to experienced fundraising candidates.
   
   
5. Have the nonprofit organization’s CEO or Board meet the top candidates.  Bring out the “big guns.” Have the CEO or board members meet the top candidates.  Show interest in them, everyone loves to be “romanced.”
   
   
6. Confirm financial stability.  Provide the candidate evidence of strong revenue streams (fundraising history, grants, contractual revenue, etc.).  Good candidates will back off if they get the sense that finances are shaky.
   
   
7. Show stability in employment.  Low turnover and long-time employees are a good sign to a candidate.
   
   
8. Have a strong, involved volunteer board.  Provide the board list to the candidates.  A strong board conveys that governance is in good hands.  Also, it demonstrates that the nonprofit has solid ties to the community and its resources.  It is a sign of a strong nonprofit.
   
   
9. Show off other capable staff.  Introduce the candidate to other strong staff members.  Impress him or her with other members of the team.

Perhaps the above is best summarized by the fact that candidates are looking to join a “winning team.”  If a nonprofit keeps that in mind during its executive search, it will attract the best staff.

By William J. Moran, J.D., M.S.Ed.

Bill Moran, The Moran Company, specializes in nonprofit executive searches for fundraising staff and executive directors. www.morancompany.com

© 2012 The Moran Company
“We find great nonprofit executives”

A trusted source may tell me that a certain individual would be a “great fit” for the open position but this individual is not actively seeking a position (we call them “passive” candidates).  When I approach him or her, I am in a “recruiting” mode.  I simply try to activate interest in the position by the following:

1. Get an introductory meeting such as “having coffee.”
2. Establish rapport with him or her.
3. Provide good information about the hiring nonprofit organization and position.
4. Seek out questions from the candidate that I can address about the position.
5. Strive for an outcome where the candidate is willing to take a “next step.” This may include a tour of the nonprofit organization or a meeting with the organization’s CEO.

In a “recruiting mode”, I ask fewer questions about the candidate’s qualifications and stay away from difficult questions.  Only when I am aware that the candidate does have an active interest, do I ask for a resume.

On the other hand, in an “interviewing mode”, I do the following:

1. I spend the bulk of the interview going down the candidate’s background and qualifications.
2. I do not hesitate to ask difficult questions.

When conducting an executive search, a recruiter has to be careful or we may find that we have been in a recruiting mode with a candidate and then suddenly this person becomes a top candidate for the position.  Yet no one has thoroughly gone down the individual’s qualifications and asked the tough questions.

This is where multiple interviews with other participants are invaluable. You may be in a recruiting mode that gets the candidate through the screening process.  However, once the candidate gets into semifinal and final interviews, their qualifications should be thoroughly vetted.

Bill Moran, The Moran Company, specializes in nonprofit executive searches for fundraising staff and executive directors. www.morancompany.com

© 2012 The Moran Company
“We find great nonprofit executives”

1. Ask fundraising consultants.  Consultants spend their days working closely with a variety of development staff in many different settings.  They, better than anyone else, know the top fundraising staff.
2. Seek out the local fundraising chapter of the AFP (Association of Fundraising Professionals), PPP (Partnership for Philanthropic Planning), AHP (Association for Healthcare Philanthropy) or other fundraising association.  This will link you with the professional fundraising network; a great place to get recommendations on fundraising candidates.  I have found chapter board members responsive and generous with their time and suggestions.  Caveat: Sometimes top leadership in these chapters will recommend others who are also heavily involved in the chapter because those are the individuals they know.  Just because a person is active in the chapter does not mean they are effective fundraisers.
3. Seek out nonprofit organizations that have a history of strong fundraising.  This will lead you to individuals who have been exposed to solid development activities.  Caveat:  Being exposed to a successful fundraising system does not necessarily mean that person is an effective fundraiser.  He or she may be ready to leave that organization because s/he does not meet its fundraising standards.
4. Hire a recruiter who has a development/fundraising background.  A recruiter’s fundraising experience allows them to interact with fundraising staff as a peer.  He or she knows the questions to ask to identify fundraising productivity and skills.

Posted by William J. Moran, J.D., M.S.Ed.

Bill Moran, The Moran Company,  specializes in executive searches for fundraising staff and executive directors.

© 2012 The Moran Company
“We find great nonprofit executives”