News | 2into3 - Part 5

2into3 nonprofit Talent recruitment trend

Nonprofit Talent Trends – Q2 2023

28/07/2023

The latest snapshot of senior recruitment activity in the Irish nonprofit sector shows a significant slowdown in the number of roles advertised, indicating that the backlog from the pandemic has been cleared.

There was a total of 219 senior roles identified by 2into3’s analysis of the market for Q2 of 2023, down from 270 from the same period last year, a 19% drop. These roles were advertised by 168 nonprofit organisations, down from 186 in 2022, a drop of 10%.

Social Services organisations, at 30%, represented the largest subsector in terms of activity, followed by Health (17%) and Local Development & Housing (16%). The remaining 37% of the roles were between 9 other subsectors.

Roles by Subsector

There were some significant shifts recorded in the number of roles advertised in the different subsectors, with Social Services, Local Development & Housing, and Health all showing significant fall-off. Large percentage increases were recorded in a number of areas, but these were mostly coming from a very low base, although International and Advocacy, Law & Politics roles did see a good upward movement.

It is interesting to note the reduction in Local Development & Housing roles, after a sustained period of growth and with such demand for their services. The same could also be said for the Health subsector, although that could possibly be explained as a post-COVID settling down.

Income Breakdown

As is often the case when we gather this data, there was a fairly even split in terms of the size of organisations recruiting senior roles. Where income data was available, 25% of organisations had income of over €10M per annum, while 26% had income below the €1M level.

Role Functions

When looking at the types of roles being advertised, there was a certain level of consistency versus Q2 2022 in percentage terms, with a few exceptions.

Summary / Observations

So, what does April, May and June tell us about nonprofit recruitment in 2023? As mentioned above, it does look like pandemic-related activity has finally worked its way through the data and activity is returning to the levels seen before mid-2020.

We are still seeing a lot of the market activity being driven by a small number of subsectors, but this is relatively normal and to be expected. What does look interesting and will be worth tracking in the second half of the year is whether the downward movement for large subsectors such as housing and health is maintained, or if other areas show any significant movement.

For more information on our previous Nonprofit Talent Trends, visit here, or contact our Director of Talent Management, Fergal O’Sullivan.

Why your organisation should complete a fundraising strategy

19/07/2023

While it is not a legal requirement to have a fundraising strategy, it is extremely useful to formulate one. A well-written fundraising strategy enables an organisation to meet their goals, whilst ensuring that everyone – staff, fundraisers, board members and potential donors – are focused and on-track to hit their goals throughout the year.

Having a fundraising strategy in place provides staff with the opportunity to be on the same wavelength and avoid losing sight of priorities throughout the year. A well-written fundraising strategy should give your organisation and staff a clear idea of what is expected of them, as well as the anticipated results.

Without a clear strategy, your organisation’s fundraising is at risk of being both misguided and inefficient. The vast majority of organisations are aware of this in theory; however, many fail to map out their fundraising strategy in a proper manner. Nonprofits who incorporate fundraising strategies are the organisations that tend to be successful.

Here are some reasons why a fundraising strategy is important:

1. Clear goals and direction

A well-developed fundraising strategy can help define your goals, identify your target audience, and create a clear plan of action. This can help you stay focused and aligned towards achieving your fundraising objectives.

2. Efficient use of resources

With a fundraising strategy, you can prioritise your fundraising activities based on their potential return on investment. This can help use your resources more efficiently, avoid wasting time on ineffective strategies, and focus your efforts where they are most likely to yield results.

3. Better engagement with donors

A fundraising strategy can help build stronger relationships with your donors by identifying their needs and interests. This can enable you to tailor your messaging and fundraising appeals to their preferences and encourage them to become more engaged and invested in your cause.

4. Improved sustainability

A well-executed fundraising strategy can help you establish a more sustainable funding model for your organisation or project. By diversifying your sources of funding and building a strong donor base, you can reduce reliance on any one source of funding and ensure that your fundraising efforts are more resilient in the face of external challenges.

Overall, a fundraising strategy is an essential tool for any organisation or individual seeking to raise funds effectively and sustainably. It can help you set clear goals, prioritise your resources, engage your donors, and build a more resilient funding model over time.

Get in Touch

2into3’s Irish Giving Index provides subscribing organisations with peer benchmarking data to better inform and increase fundraising success. Are you interested in the 2into3 Irish Giving Index and the contribution it could to your organisations decisions around fundraising investment levels and fundraising methods? If so, contact Rob Foley on 021 2379882.

How To Use Exit Interviews To Improve Your Organisation

06/07/2023

In our previous article, we discussed, ‘The Importance of Open Feedback in Exit Interviews’ for an honest and direct review of your organisation. When a resignation is amicable and your employee is simply moving on, feedback helps address any ongoing issues which could cause further resignations if left unresolved. Therefore, exit interviews should not be viewed as a ‘tick-boxing exercise’, but a useful learning tool.

If you have recently completed an exit interview, how can you use this information to improve your organisation?

1. Reflect on Previous Employee’s Role

Rather than moving right back into recruitment mode, look at the role the candidate filled, and ask the following questions:

Is this an opportunity to recruit from within and retain an existing employee?
Is there a change that could and should be made to the role, working arrangements, or terms and conditions of employment based on what the feedback was?
Will the vacancy, and possible internal promotion, show staff there is a career path within the workplace?

It’s important to consider what talent you currently have within your organisation and how to utilise those resources. You should review the previous employee’s role and evaluate if their exact position is what you now require, or if it needs updating.

2. Evaluate Negative Feedback

If there was an open environment during the exit interview, then there may be negative feedback to consider. It is important to reflect on any negative feedback with an open mindset and avoid becoming defensive.

Here are some useful questions to reflect upon:

If there was an issue raised with workplace culture, how can we improve this?
If there was an issue with a specific individual, how do we address this in an appropriate manner?
Do we need to reassess the structure of our organisation?
Do we need to improve the overall communication within our organisation?
Should we conduct an anonymous survey with our current employees? Are there repetitive concerns?
Acknowledging the feedback provided, how can we ensure our organisation has a positive working environment?

3. Implement the feedback positively

Follow up the exit interview with an opportunity to bring your team together, and suggest positive changes to implement, even if you didn’t receive any negative feedback. Perhaps your current employees can highlight what the organisation does well, what makes them happy at work, and potential areas for development. This should be a positive experience and used as a team-building exercise to ensure staff turnover remains low, and any issues are addressed.

Conclusion

Exit interviews can help employers stop the tide of mass resignations, by providing an opportunity to learn from experience. Where employees are simply moving on and departing on good terms, this is the perfect chance to receive invaluable feedback from inside your organisation.

This golden opportunity should always be seized and utilised fully. Any manager or director afraid of what they may hear in this interview can expect further retention issues, and could fall victim to a continued cycle of resignations.

If an employee in your organisation has recently resigned and you are seeking new talent, contact Fergal O’Sullivan, Director of Talent Management at 2into3 for assistance.

Co- Author: Kevin Callan, LL.B BL is Chief HR Officer with HR Duo.

Dennis O'Connor CEO The Wheel Summit 2023

Lessons on Ambition from The Wheel Summit 2023

09/06/2023

On Tuesday 23^rd May, we attended The Wheel Summit as Lead Partners. We caught up with colleagues in the nonprofit sector, learned from their insights and listened to informative discussion panels. This was a fantastic networking opportunity for Irish nonprofits to share information and learn from each other. Our CEO, Dennis O’Connor presented his key address on, ‘Ambition and Ireland.’ Our Head of Partnerships Advisory Practice, Denise Cranston, hosted a session on ‘Funding: An Introduction to Securing Strategic Corporate Partnerships’.

Dennis O’Connor, ‘Ambition and Ireland’

Dennis presented a ‘Case Study on Ambition’. Looking back, Ireland has always had great ambition. In 1924, we proposed the ‘Ardnacrusha Dam’, a single capital project, gaining 20% of state annual income. It’s output equated to 100% of the demand for electricity for the entire country in the 1920’s. From there, the ESB was created. This is just one example of the fantastic ambition in Ireland, when the country was only in its first years of existence.

It is important to remember that large projects will always be met with uncertainty and resistance in the beginning. Since the pandemic, we now have an opportunity for rebirth and resetting our ambitions that were placed on hold.

‘A Time for Ambition’

There are several issues that must be addressed in Ireland in 2023, including:

Housing
Health
Transport
Education
Sport
Art
Leisure

What does this mean for nonprofit organisations?

The opportunity for funding is there, so now is the time to create facilities for a growing island, which the nonprofit sector can provide. We must move forward with a shared sense of purpose in our organisations in the sector, and beyond. It is important to remember that funding has always followed ambition, but ambition must come first.

If you are interested in gaining support with ambition in your organisation, contact Dennis O’Connor directly. For more information on 2into3’s range of services, visit our website.

4 Challenges Facing Social Enterprises

31/05/2023

As of this year, there are 4,335 social enterprises in Ireland, constituting a vibrant and growing sector that brings significant added valued on an economical, societal and environmental level. At the same time, some key challenges undermine the potential of social enterprises and the collective strength of the sector.

Here are some key takeaways regarding the common challenges facing both start-up and well-established organisations in Ireland and beyond, from a recent sectoral conference hosted by the Oakfield Trust.

1. Sustainable funding

As you can see in the menti poll above, from the less-than-perfect photo, funding was identified as the number one challenge by conference participants, and a word that came up again and again in relation to funding was ‘sustainability’. A survey of the sector recently found that 40% of social enterprises have an annual income of less than €100,000.

Whether its increasing traded income to reinvest back into its purpose, or securing grant funding for capital or project costs, or attracting philanthropic support – or, most likely, the balanced mix of all of the above, having a clear and well thought through funding model and income strategy is vital to the long-term success and growth of any social enterprise.

2. Misunderstanding

While the National Social Enterprise Policy for Ireland 2019-2022 has done a great deal to build awareness about social enterprises, this remains a misunderstood market. Neither nonprofit nor business, it can be difficult for some people to understand a social enterprises’ model and place in a community. As we move towards strengthened recognition, promotion and policy development of the social enterprise sector, clarifying the role of social enterprises is an increasing priority. Having a clearly-stated mission that puts your purpose at the centre, and strategy that shows how profits contribute to your social objectives helps to bridge that gap in understanding.

3. Measuring impact

Related to the point above, it’s not just important to say how your enterprise has a social impact, but you need to be able to show it too. Developing a theory of change that describes the outcomes your work has, and an impact measurement approach that tracks this impact is vital not just to your storytelling but to your fundraising.

4. Legal compliance

Particularly for newer and smaller social enterprises, picking the best legal form can be a minefield. Many choose to register as charities, particularly to be able to access certain forms of funding, however this comes at a cost and with a high compliance burden. It often takes expert independent support to help social enterprises pick the best option for them and to help them put the right structures and policies in place.

Contact Us

We have experience of working with social enterprises throughout their lifespan – from start up, to scaling, to scaled. If you want to discuss how we can support you with your journey, contact Luna Atkins for our advisory services (strategy, impact, governance) or Dennis for our funding services.

Nonprofit Talent Trends: Q1 2023

19/05/2023

The latest data from 2into3’s Nonprofit Talent Trends shows a slight drop in both the number of organisations and the number of roles being advertised in the first three months of the year. A 9% drop was noted for both: 245 roles (down from 269) and 176 organisations (down from 193) year-on-year.

Subsector Activity

Activity across the different subsectors was varied, with increased activity seen in the following areas:

Education & Research, up 33% from 9 to 12.
International, up 47% from 15 to 22.
Philanthropy & Voluntarism, up 33% from 6 to 8.
Advocacy, Law & Politics, up 45% from 11 to 16.

Decreased activity was noted in the following subsectors:

Local Development & Housing, down 37% from 43 to 27.
Social Services, down 7% from 83 to 77.
Health, down 27%, from 63 to 46.
Environment, down 71% from 7 to 2.
Professional & Vocational, down 18%, from 11 to 9.

Arts, Culture & Media down 22%, from 9 to 7.

Two subsectors, Recreation & Sport and Religion, saw no change, with 2 and 4 roles respectively.

Social Services and Health led the way in terms of who is recruiting, making up just over half of all active organisations. Advocacy, Law & Politics and Local Development & Housing organisation accounted for 10% each.

Organisational Size

Organisational size, based on annual income (where data was available) was evenly spread; 31% of recruiting organisations had annual income of less than €1 million, while 38% had annual income of over €10M, with 31% in between these two figures.

Role Types

Service Delivery & Operational Management accounted for 43% of all roles advertised, followed by Fundraising & Business Development with 22%.

Year-on-year, there were significant falls in the number of Service Delivery & Operational Management roles (down 41), as well as Communications & Marketing (down 16), while Finance and Fundraising and Business Development positions both increased by 12 versus 2022.

The share of jobs by role type has seen some changes, with Finance roles accounting for 12% of those recorded, versus just 6% last year and HR accounting for 5%, up from a 1% share in 2022.

Communications & Marketing roles, however, dropped for 10% of all recorded in 2022 to just 4% this year.

Observations

Looking at the data, it is clear that, even with the overall reduction in roles advertised, the market for talent remains strong, and ahead of where it stood pre-pandemic.

Activity levels vary across the different subsectors, however, so there is no single trend that can be identified for the whole sector, with 4 areas increasing and 6 others decreasing.

Likewise, the types of roles do not show any consistent movement in a particular direction, so it will be interesting to see how the remainder of 2023 works out.

If our own experience in 2into3 is any indicator, the challenging and competitive market for talent shows no sign of easing, with the number of active jobseekers still below levels seen before COVID. This means a lot more work is required by those hiring to find the best candidates, even to make them aware of the opportunity.

Contact Us

If you have any queries around these findings, or would like to find out more, contact our Director of Talent Management Services, Fergal O’Sullivan.

3 Qualities That Make an Effective Fundraiser

20/03/2023

“Donors don’t give to institutions. They invest in ideas and people in whom they believe.” – G.T Smith

The image of a fundraiser may take several forms, depending on your definition. Fundraising is extremely broad, covering areas such as direct marketing, individual giving, corporate partnerships, trust and foundations, legacies, events and more. Each of these requires a specific range of skills and experiences to excel, but across all these areas, there are a few core qualities you will need. Here are 3 qualities that make an effective fundraiser:

1. Personal Qualities

There is no hard and fast rule about educational qualifications for a career in Fundraising. While some organisations might welcome specific knowledge, such as international development, childcare or health, broader qualifications often stand to you. In terms of personal qualities required, a successful fundraiser is often a resilient soul, who can find the balance between leadership and teamwork, who enjoys engaging with people and can honestly identify with the cause they are working to support.

2. Communication Skills

Strong communication skills are key; your job is to persuade people that your cause is worthy of their support. Many fundraising roles are often combined with a more general communications brief for the organisation. Business development and sales skills can be useful to understand the process of engaging with prospective donors, as well and managing the relationship at all stages, not just at the time of asking. IT skills, especially with Customer Relationship Management (CRM) tools are very useful, as well as being comfortable with the various MS Office tools.

3. Long-Term Thinking

Fundraising is a long-term activity, so the ability to think strategically and in terms of how to develop mutually-beneficial partnerships, is essential. Ad-hoc approaches to fundraising are rarely effective beyond the short-term. The ability to connect with other organisations’ that share your vision will be extremely beneficial to your long-term fundraising. Multi-tasking is also par for the course, so an ability to keep several plates spinning is advisable, whilst thinking of potential future fundraising opportunities.

Require assistance with your fundraising strategy?

Our Head of Fundraising Advisory Practice, Rob Foley, works with our clients to develop, review and implement fundraising strategies that help build sustainable, long-term growth. If your organisation is interested in developing your fundraising strategy further, please contact Rob directly.

The Importance of Open Feedback in Exit Interviews

07/03/2023

Most employment terms will have a clause that sets out how a resignation can be dealt with. This will most likely include an exit interview or meeting. This is not a tick-boxing exercise. Some organisations see probation reviews and exit interviews as an administrative exercise, or a time waster. However, they are some of the most important meetings where people can be open, honest and direct. Therefore, creating a space that accepts open feedback in exit interviews is extremely important.

With exit interviews, the person is not worried about saying the wrong thing, hampering a pay increase or promotion. Therefore, you are more likely to get the truth, warts and all.

The person sitting across from the manager who has chosen to leave will never be more willing to be honest about their reason for leaving. If there is something to be said that’s negative, you should want to know about it, so that you can take action.

Top 5 Issues Raised in 2022 Exit Interviews:

Work Life Balance
Pay and conditions
Issues with duties and responsibilities
Career change
Feeling unsupported with personal issues / wellbeing issues

When we look at these five top most common reasons given for resigning, there are some that may be out of an organisation’s control. For example, if the person wishes to change career, or wants a substantial increase in salary, this may simply be impossible to address. When this is clear, the employee can be asked for feedback on everything else they experienced in the workplace. These questions are your chance to address matters about the workplace and the feedback can be priceless.

However, for issues that can be addressed by the organisation, it is extremely important to ask further questions. Issues around workplace culture, managerial styles, being unsupported, overworked, or unappreciated, are issues that can be addressed within any organisation’s capacity. Getting to the cause and solution of these issues are extremely important for an organisation’s longevity.

Employer Sample Questions to Use in Exit Interviews:

Out of ten, how would you rate us as a place to work?
Why did we lose marks?
Have you found that the role and responsibilities allowed you to learn and grow?
Looking back on your time with us, is there anything that would have worked better for us to have supported you in your role?
What did you enjoy about being here?
What did you not enjoy?
Would you recommend us to anyone to join as a member of the team?
If not, could you provide feedback?
Would you return if your new role does not live up to expectations?

In reality, when the exit is amicable and the person is simply moving on, feedback helps address any ongoing issues which could cause further resignations if left unresolved. Last year, HR Duo tracked issues which arise in these settings, and some side issues that showed up through this questioning included:

The impact of a work colleague abusing sick leave, and the pressure that this placed on others covering the absence.
Roles and responsibilities not being clear, leading to blurred boundaries and overlapping of work.
Feelings of unfair and inconsistent treatment where requests for remote working were refused and granted to others.
Out of hours contact on an ongoing basis.
Dissatisfaction with canteen and other facilities.
Unrealistic targets and feelings of pressure on a person or team.

If something is raised in the meeting, such as a grievance or bullying concern, this can be addressed by the employer during the meeting. An employee can be assured they do not need to resign, that there are ways for the organisation to deal with such issues.

Author: Kevin Callan LL.B BL is Chief HR Officer with our partners, HR Duo. He practised as an employment law and industrial relations specialist barrister for twelve years before taking up internal positions in HR.

Contact Us

If your organisation has experienced recent resignation and are seeking new talent, contact our Head of Recruitment, Fergal O’Sullivan or visit here for more information.

How to Build Successful Partnerships with Corporates

24/02/2023

The findings in our recent Giving Ireland 2022 Report shows that the nonprofit sector experienced a 17% decline in fundraised income in 2020. Sectors such as Arts & Culture, Sport & Recreation, Health and others, experienced the most substantial decreases. In recent years, charitable organisations are seeking new ways to create long-term value to endure any future storms. Similarly, many corporates are seeing a shift in consumer behaviour. It is no longer acceptable to ‘social wash’ and private companies are under increased pressure to create social impact.

Therefore, by partnering corporates and charitable organisations, they can work together to create sustainable partnerships that work for both parties.

Here are 3 key approaches to building successful corporate partnerships for charitable organisations.

1. Purpose-led

Although many corporates provide charities with monetary investment, it is essential to recognise that corporate giving has changed in recent years. A transactional based relationship does not provide long-term value to charities, or corporates. These transactional, outdated corporate fundraising models are no longer fit for purpose. It is essential to ensure your charitable organisation’s approach to corporate partnerships is purpose-led and considers how businesses can help them deliver their mission.

Building a partnership based on a shared mission or purpose allows your partnerships to grow and flourish over time. This will steer your partnerships from having a short-term focus on financial incentives, to a long-term vision that delivers value for your charitable organisation, the corporate and society.

2. Outline your value

Recognise the value your charity can bring to a partnership and present your potential corporate partner with an inspiring offer, rather than an ask. Most charities have an extensive social reach within local communities and have a unique advantage in supporting businesses achieve their social impact goals. It is important to do an analysis of your charity’s current value and potential future value. Presenting the value your organisation can bring to a corporate partnership is key to building a balanced relationship, where both parties are benefitting equally.

3. Long-term focus

Corporate fundraising is often driven by short-term financial targets. However, it is important to give your partnership the time time to build a stong relationship. Strategic and transformational partnerships take time to cultivate, often up to 18 months. Whilst it is important to increase funds for your charitable organisation, do consider investing time into building stronger, sustainable partnerships. In the long-term, this will achieve the best results for both organisations.

2into3 Partnerships Practice

At 2into3 we provide insight and expertise to support both corporates and charities to build strong purpose-led partnerships that can be a force for good, achieving the scale and sustained impact we need to see. If you are a charity or nonprofit organisation seeking more information on our partnerships process, visit here or contact our Head of Partnership Advisory Practice, Denise Cranston on +44 28 9592 2389 or +353 86 085 5836.

Nonprofit Talent Trends: Q4 2022

07/02/2023

The impact of COVID-19 on senior nonprofit recruitment seems to be working its way through the system, based on 2into3’s latest snapshot of roles being advertised. The final quarter of 2022 saw a decline of 29% in the number of roles advertised, falling from 271 in Q4 2021 to 193 in Q4 2022. This three-month period saw what appears to have been a backlog of roles advertised in both 2020 and 2021 but has now fallen back to a level closer to the pre-pandemic level of activity.

The number of organisations advertising these senior vacancies also fell at a similar rate (down 23% versus the same period in the previous year: 197 versus 151).

Subsectors

Looking at the different subsectors, where such information was available (some roles are advertised anonymously), there were some significant shifts in activity levels, most notably in Health, which saw a 41% drop in roles (from 46 in Q4 2021 to 27 in Q4 2022). As with the overall trend, this could be the spike of health-related roles during the pandemic working through the data.

Other subsectors saw larger percentage drops, but these were from a much smaller base (e.g., Philanthropy & Voluntarism dropping from 16 to 6 (down 63%) or Professional & Vocational roles halving, from 16 to 8 over the same period.

Some subsector showed little or no changes, including Religion, Recreation & Sport and Arts, Culture & Media. This latter subsector was one of only three that showing an increase in the number or roles advertised (Education & Research and Environment being the other two).

Functions

It is also worth noting the role types that were in demand in Q4 2022, and some of the shifts that took place versus the same period in 2021.

For most of the core role types that we track, while the totals were lower, the percentage of overall roles was reasonably consistent. The main exception to this would be CEO / Executive Director roles which fell from 12% of positions advertised to 7% year-on-year.

Overall, Service Delivery & Operational Management roles remained the largest type advertised, representing 53% of all roles in 2022 versus 52% in 2021.

Summary

What does this latest set of figures tell us about recruitment for senior roles in the nonprofit sector? It would appear that COVID-related peaks and troughs are reduced, or completely gone at this point, although the data for the first quarter of 2023 will be interesting.

Anecdotally, our own experience in 2into3 was a brief quiet period in the final quarter of 2022, relative to the last 2-3 years, but this has been replaced by a sudden burst of activity in the immediate period post-Christmas. Whether this was related to budgets, new plans for the new year, or other factors, is hard to define, but if this initial trend continues, and our tracking of advertised roles is certainly showing an increased level of activity, we may well see another increase for Q1 2023.

The recruitment market remains tight and active jobseekers remain thin on the ground, so targeting potential candidates is a large part of our work right now, as it has been for a while now. If you are experiencing your own challenges in recruiting for senior level roles in your organisation and would like to discuss further, you can contact Fergal O’Sullivan, Head of Recruitment Practice in 2into3 at (01) 574-0026.

Roles by Subsector

Income Breakdown

Role Functions

Summary / Observations

Here are some reasons why a fundraising strategy is important:

1. Clear goals and direction

2. Efficient use of resources

3. Better engagement with donors

4. Improved sustainability

Get in Touch

1. Reflect on Previous Employee’s Role

2. Evaluate Negative Feedback

3. Implement the feedback positively

Conclusion

Dennis O’Connor, ‘Ambition and Ireland’

‘A Time for Ambition’

What does this mean for nonprofit organisations?

1. Sustainable funding

2. Misunderstanding

3. Measuring impact

4. Legal compliance

Contact Us

Subsector Activity

Organisational Size

Role Types

Contact Us

1. Personal Qualities

2. Communication Skills

3. Long-Term Thinking

Require assistance with your fundraising strategy?

Top 5 Issues Raised in 2022 Exit Interviews:

Employer Sample Questions to Use in Exit Interviews:

Contact Us

1. Purpose-led

2. Outline your value

3. Long-term focus

2into3 Partnerships Practice

Subsectors

Functions

Summary

Dublin

Belfast

Cork

Galway