2into3 nonprofit Talent recruitment trend

Nonprofit Talent Trends – Q2 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. 

Q2 2023 nonprofit 2into3 recruitment trend monitor

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%. 

 

Nonprofit Talent Trends Q2 2023  

 

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.

Nonprofit Talent Trends q2 2023

Nonprofit Talent Trends q2 2023

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.

Q2 2023 Nonprofit Talent Trends

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.

Fundraising strategy 2into3

Why your organisation should complete a fundraising strategy

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.

Sports Capital Grant Announcement 2023 2into3 Grants

Sports Capital & Equipment Grant Announcement

The Department of Tourism, Culture, Arts, Gaeltacht, Sport and Media has announced that Sports Capital & Equipment Programme 2023 will open on Monday 17th of July at 9am and will close at 5pm on the 8th of September. It is important to list the changes that have been made to the Sports Capital Application this year.

 

The major changes to the programme are: 

  1. Capital Grants have risen from €150,000 to €200,000. Equipment Only grants have also risen from €50,000 to €70,000 and only needing only 5% match funding.  
  2. Regional Grants have increase from €300,000 to €500,000 with grant applicants needing a letter of support from national governing body of sport confirming the regional status of the project. 
  3. A specific focus on gender equality with all applicants must be compliance with the provisions of the Equal Status Acts. Clubs that do not provide equal access to its facilities, on similar terms, to men and women will not be eligible for capital funding. Funding of women-only facilities will still be valid for the grant. 
  4. The introduction of a separate category for environmental initiatives, population growth and level of existing facilities.  

 

A link to the application guidelines is included here.  

 

Our Impact

We are here to help you with your grant application. Since 2014, 2into3 has helped Clubs and NGBs secure over €3.3m in Sports Capital Grants. In the 2021/22 announcements, our results were as follows:

✓ Over €2.4million in grants allocated across 16 applicants 

✓ Success rate of 94% of applications successfully allocated and the remaining being supported in the appeals process 

✓ 50% of clients receiving the full allocation of 100% of what they applied for 

✓ Average allocation of amount sought was 84% 

2into3 also offers webinars on the Sport Capital Programme for your National Governing Body. As availability is limited, please contact us if you are interested in attending.

Get in Touch

If you would like to have an initial discussion about your groups needs and how we can help, then please contact Patricia Keenan at 086 0657347 or David Kerley on 086 4400850. For more information on our Grants Advisory Practice area, visit our website here.

2into3 Advisory Services

How To Use Exit Interviews To Improve Your Organisation

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

On Tuesday 23rd 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:

  1. Housing
  2. Health
  3. Transport
  4. Education
  5. Sport
  6. Art
  7. 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.

social enterprise challenges

4 Challenges Facing Social Enterprises

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.

social enterprise

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.

Partnerships 2into3

6 Steps to Kickstart your Corporate Partnership

Getting started on your corporate partnership journey can seem daunting. It is important to step back and evaluate your goals, approach and realistic timelines so your entire team are on the same page. Here are 6 tips to kickstart your corporate partnership:

1. Be clear on your corporate partnership goal

If you are planning on building corporate partnerships for your charity, the first question to ask is “Why – what is your main goal for the partnership?”

The goal of a true partnership should be to help your charity achieve its purpose or mission. A corporate charity partnership should be mutually beneficial, based on a shared purpose, that could bring about real change and impact. The aim should not be about raising money. When you make your shared purpose your overarching goal, then the additional funding will follow.

2. Have a targeted and focused approach 

It’s important to choose business partners who are the right fit for your organisation. Corporates often look to choose charity partners who can help them achieve their strategic goals. As well as identifying a shared purpose, consider which brands might be interested in the audiences you serve.  Consider which corporates have challenges that you could help solve, such as strengthening their reputation, or engaging with their workforce. You should compile a targeted list of corporate partnerships (around 10 per fundraiser) to give you a good idea of where you should be focusing your attention. This will ensure that you can create a partnership that’s true to your cause and will stand the test of time. 

3. Secure a face-to-face meeting

If you want to build corporate partnerships, then it is essential that you meet with your prospects face-to-face, or online. Securing meetings is one of the most important steps, but also one of the most difficult. Find out if your trustees, colleagues, or friends and family have a warm contact in the company, as this will make it much easier to secure a meeting. If you don’t have a contact, then find the name of the person you want to meet and email them directly. Keep your email short and create interest by stating your shared purpose. 

4. Establish an equal relationship

Establishing an equal relationship on both sides is crucial when forming charity corporate partnerships. There is often a risk of imbalance, as the charity may feel like the company has the upper hand if they are providing funding, or expertise. 

Successful partnerships will recognise the different strengths that each party can bring to the table and how you can best compliment each other. By identifying how you will build a meaningful relationship from the outset, you’ll avoid any tension further down the line and both sides will reap the benefits. 

5. Be clear and realistic with each other

Be clear and realistic with each other about what you can and cannot commit to from the beginning, as this will help reduce the chances of an awkward conversation and any strain on your charity’s resources. Ensure you have regular communication to facilitate openness, so make sure you set up regular meetings to reinforce your alliance. 

It is also vital to make it as easy as possible for them to work with you. This involves reaching out to them with a project in mind to start with and being clear about what they’re going to get out of it – whether it’s brand awareness, goodwill, or staff satisfaction. You can also provide ideas of how to raise money and supply helpful resources to promote what activity they’re doing in partnership with you. 

 

6. Be willing to listen and adapt

It’s important to understand the partner that you’re working with. Your team can get together to brainstorm and come up with events that you think will work, but if you’re not willing to adapt the idea to the people that you’re partnering with, you’re creating a huge block. Of course, you will have ideas of what you want to do, but must accept their input, as they know their audience best. Don’t forget to listen openly to your partners. 

 

Corporate partnerships are a great way of securing regular giving, but take care to provide regular updates of how the partnership is impacting your beneficiaries and helping you further your mission. The magic truly happens when a charity and corporate partnership go beyond a transactional donor recipient relationship to boost each other’s popularity and brand awareness.

Interested in learning more?

If you’re interested in finding out how we can help you to build successful corporate partnerships for your charity, then register for our Masterclass here. If you have any further questions, please get in touch with our Head of Partnerships Advisory Practice, Denise Cranston.

 

2into3 nonprofit Talent recruitment trend

Nonprofit Talent Trends: Q1 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. 

Q1 2023 Nonprofit Talent Trends

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. 

Nonprofit Talent Trends Q1 2023

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. 

Nonprofit Talent Trends Q1 2023

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%.  

Nonprofit Talent Trends Q1 2023

 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. 

Nonprofit Talent Trends Q1 2023

 

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.

Facilitation 2into3 3 Reasons to Hire an External Facilitator

3 Reasons to Hire an External Facilitator

Running effective workshops and meetings is about so much more than gathering people in the same place, at the same time. If you are bringing people together, it’s important to make that time investment count – and all the more so when the stakes are high. Bringing in an independent expert facilitator to design and deliver your meeting can transform the effectiveness and outcome of your session.

Whether it’s strategic planning, a reflection session, a stakeholder consultation, announcing an organisational change or strategic shift, or team building, here are 3 reasons why you should consider hiring an external facilitator.

 

1. The right tools

An expert facilitator will take into account your organisation’s history, the relationships between participants and your desired outcomes – be they hard (such as strategy) and soft (team culture). A facilitator can create the most appropriate meeting setting and experience for you. This includes the set up of the room to enable participation, to setting ground rules; ice-breakers to create the right headspace and methodology that results in the decisions you need.

 

2. Space to participate

Engaging a facilitator allows the leader to fully participate without worrying about the objectives of the meeting, the time keeping or the dynamics. You will be allowed the freedom to listen, think and participate alongside your colleagues. You will be able to contribute as a participant.

 

3. A neutral navigator

A facilitator can ask the difficult questions with objectivity and a fresh perspective, encouraging divergent views to result in something powerful. The facilitator’s role is to ensure every voice is heard equally across the board. Furthermore, if any difficult conversations arise, an external facilitator will have the ability to progress the conversation into a more productive space.

 

Contact Us

If you would like to discuss how 2into3 can help you to design and facilitate a successful meeting or workshop, please visit our website for more information, or contact Sheena Horgan at sheena.horgan@2into3.com.

What is a trustee of a charity?

What is a Trustee of a Charity?

Charity trustees are the people who ultimately exercise control over, and are legally responsible for, a charity. If the charity is a company, these people may also be known as directors or board members. The charities regulator provides this definition, and you can see the full guidance here.

Being a trustee on a successful and well governed charity board can be a very rewarding job. The charity and voluntary sector is large and growing, and this is where we can genuinely contribute to societal change and to the improvement of everyone’s lives. Giving your time and expertise to this sector allows you to follow your passions, and to genuinely help and be appreciated.

What do trustees do?

As we have seen, trustees direct and control the organisation. They are ultimately responsible for the success and the future of the organisation on whose board they serve. They normally attend one board meeting per month and perhaps one committee meeting per quarter. However, trustees are always vigilant and alert to the needs of their organisation and are always ready to take care of their organisation in a crisis, or to advise the CEO in times of difficulty.

 

What do trustees not do?

They are not executives and they do not implement strategy, their role is simply to direct and control. Sometimes, in smaller charities, trustees will carry out some executive duties. These may include assisting with the accounts production or fundraising; but these are not truly executive roles; and ultimately, as the organisation grows, these duties will be taken over by paid employees.

 

Roles and responsibilities of a trustee

The roles and responsibilities of trustees are set out by the charities regulator here and if your charity is incorporated as a company limited by guarantee or any other type of company, your duties under the companies act are set out by the Companies office here.

The main roles are clearly stated, a director of a company shall:

  1. a) act in good faith and in the interests of the company;

(b) act honestly and responsibly in relation to the conduct of the affairs of the company;

(c) act in accordance with the company’s constitution

(d) not use the company’s property, information or opportunities for his or her own or anyone else’s benefit

(e) be independent

(f) avoid any conflict between the director’s duties

(g) exercise care, skill, and diligence

(h) have regard to the interests of its employees and stakeholders

 

Is being a trustee fun?

Yes, being a trustee can be lots of fun, particularly when you are passionate about the purpose of the organisation and its mission. In many cases great charities have been set up by people who are passionate about, for example, animals or children, or the alleviation of an illness.

Being on the boards of such charities nurtures your passion, enables you to contribute to the cause and makes you  feel valued and appreciated.

Above all, great boards work well together, they are colleagues; they solve difficult problems in collaboration and ultimately theycan have wonderfully constructive and beneficial working relationships.

 

What is my next step?

  • Find your passions and interests and identify charities in this area.
  • Ask yourself how much time you might have to contribute to the charity.
  • Research charities in your area, choose the best governed and best organised charity, where you will learn and be able to contribute to the board. Ask them if they have an induction course for new board members to enable you to quickly learn about the charity.
  • Get your CV ready, with some indication of your skillset, experience and passionate interests.
  • Consider also other voluntary work that may not initially involve being a board member.

 

Some useful links for your research:

 

Contact Us

If you have any further questions on becoming a trustee, contact our Director of Advisory Services, Sheena Horgan at sheena.horgan@2into3.com.

Dublin

2into3

Huckletree in The Academy,

42 Pearse St,

Dublin 2,

D02 YX88.

Ph: 01 574 0022

Belfast

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Ormeau Baths,

18 Ormeau Ave,

Belfast

BT2 8HS

Ph: 01 574 0022

Cork

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Republic of Work

12 South Mall

Cork

T12 RD43

Ph: 01 574 0022

Galway

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Portershed

Eyre Square

Galway

H91 HY51

Ph: 01 574 0022

Newry

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The Hub

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