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.

Community Centre Fund

Community Centres Investment Fund

If you’re a New Build Community Centre seeking funding, you may be eligible to apply to the Community Centres Investment Fund for up to €6,000,000. ‘Our Shared Future’ commits to the introduction of a capital grants programme for the New Builds of community centres with objectives to:

  • Assist voluntary and community organisations and local authorities to develop high quality, accessible, safe, well‐designed, sustainable new build community centres to help develop empowered, inclusive and resilient communities.
  • Encourage the sharing of community facilities.

The minimum grant funding available from the Fund is €1,000,000 and the maximum is €6,000,000. The Fund will provide up to 90% of the total project value to a maximum of €6,000,000, with at least 10% to be provided in matching contributions by the applicants. A minimum of 5% of the matching contributions element must be in cash.

Application Requirements

For the purposes of compliance with public financial procedures, the lead party to an application must be a State‐funded body. Proposals under the Fund should demonstrate a collaborative approach between two or more organisations.

Other requirements include:

  • The project proposal must be a ‘shovel ready’ new build community centre with all the necessary permissions and consents in place e.g. planning consent etc.
  • The development must be on a green/brown field site and not the refurbishment of an existing property.
  • All relevant ecological and archaeological survey work (if applicable) has been undertaken or will be undertaken e.g. Appropriate Assessment screening.
  • There is evidence of ownership (if applicable) or a minimum 20 year lease in place.

Applications close 3rd July 2023.

For more information on this grant, visit the government website.

2into3 Grant Services

If you are interested in applying for the Community Centre Investment Fund and require assistance, our grants team can provide the support necessary. Applying for state funding can be a difficult and timing consuming process, involving various documents such as business plans, costs analyses, technical details, stakeholder research and much more. Many organisations struggle as they do not plan their grant application sufficiently by not following the necessary steps required or not adhering to the grant programme criteria.

If you would like more information on our services, contact Patricia Keenan directly on +353 860657347.

Partnerships 2into3 team building

5 Ways to Create a High Performing Partnerships Team

When commencing the planning process for a strategic corporate partnership, it is crucial to create a partnership culture within your organisation. Including other team members in the process will help work towards your partnership vision, empower new ideas and encourage shared resources. Furthermore, placing the right people in your partnerships team will create a broader reach, ultimately attracting more donors and funding to your cause.

1. Create an internal partnerships culture 

When recruiting and building your internal partnerships team, remember that those with a shared vision will work best together. Therefore, it’s vital that you connect your colleagues to the end product of what you are aiming to achieve — make sure they see your vision. Commonalities bring teams together, so try to find those who are passionate about what you are proposing.

Ensure you delegate roles and responsibilities to each team member, so they understand their input. This presents an opportunity to play to people’s strengths. For example, if an individual has marketing experience, you could provide the opportunity to create a cause-related marketing plan. Delegating individual tasks will create a feeling of ownership, which will maintain enthusiasm and determination. Ensure you provide clear expectations when delegating and introducing new tasks.

2. Allocate brainstorming time

Set up regular meetings with your partnerships team to understand their priorities and agree ways of working together. Provide opportunities for their input, as this will help spark new ideas. People find passion in what they create, so ensure you create a space that allows creativity to flow between all individuals.

It is good practice to receive input from colleagues before making decisions, as part of a habitual process in the workplace. When problems arise, avoid enforcing a plan for your team. Instead, ask for their potential solutions to ensure they remain a crucial part of the process. By empowering your team members, it instils their confidence to think critically and make their own decisions.

 

3. Invest in your team

Investing in your team means investing in your mission. The mission follows the team; if the team is working well, then the mission will be fulfilled. Help connect your team with the overall mission and what their work will achieve. Just as you will want to frame the impact to donors about what their funding and support will achieve, making the connection for the partnerships team will help them stay motivated throughout the process. They are the ones making this possible.

4. Provide support and encouragement

Employees appreciate support, encouragement, explanation and guidance. Therefore, it is important to continually provide guidance at each step of your partnership process. Strive to understand each individual’s strengths and weaknesses on your team. Foster their failures and celebrate their successes — in a team, they are everyone’s failures and successes. Take the time to truly get to know your team, get a sense of what they enjoy, what they’re good at and what motivates them.

Furthermore, it is important to encourage each member of your team to set tangible goals with timelines. There is a significant difference between “do outreach” and “reach out to 15 people this week to ask them to support the initiative”. By creating concrete action items, team members will be accountable for their contributions. A great way to set goals is to make sure they are SMART: Specific, Measurable, Achievable, Relevant, and Timely.

5. Evaluate

Constructive criticism can be a positive learning opportunity for any high performing team. Evaluation provides an opportunity to identify where we can improve and reflect on what we are doing well. Providing feedback in an empathetic manner that considers employees’ needs is extremely important.

Furthermore, evaluation is a balancing act. Try to set high expectations that stretch people outside of their comfort zone, but not so high that they are discouraged and defeated.

 

Conclusion

Hopefully by following these 5 suggestions, your organisation will be on the way to creating a high performing partnerships team. It is important to recognise that everyone has different capabilities, attitudes, and personal goals. Therefore, expectations should be set on an individual basis. Remember that collaboration and shared visions are necessary, so remember to highlight your organisation’s vision, facilitate team bonding opportunities and ask for feedback on how to improve the team.

 

Contact Us

If your organisation is considering a strategic partnership, contact Denise Cranston, Head of Partnerships Advisory Practice, 2into3. More information here.

Effective Fundraising 2into3

3 Qualities That Make an Effective Fundraiser

“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.

 

Team Meeting image

The Importance of Open Feedback in Exit Interviews

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:

 

  1. Work Life Balance
  2. Pay and conditions
  3. Issues with duties and responsibilities
  4. Career change
  5. 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:

 

  1. Out of ten, how would you rate us as a place to work?
  2. Why did we lose marks?
  3. Have you found that the role and responsibilities allowed you to learn and grow?
  4. Looking back on your time with us, is there anything that would have worked better for us to have supported you in your role?
  5. What did you enjoy about being here?
  6. What did you not enjoy?
  7. Would you recommend us to anyone to join as a member of the team?
  8. If not, could you provide feedback?
  9. 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.

 

Social Impact S in ESG Partnerships Practice

4 Key Ways Corporates Can Maximise the ‘S’ in ESG

Environmental, Social, Governance (ESG) is a framework designed to be embedded into an organisation’s strategy. As stakeholder attitudes develop over time, adopting and abiding by such principles is becoming a key consideration for corporates. With social value becoming an increasing part of organisations’ ‘licence to operate’, corporates are beginning to look at the ‘S’ as a means of maximising social impact.

The ‘S’ element within the ESG framework is challenging for businesses. The scale and breadth of social issues makes it more difficult to define than environmental and governance issues, leaving many companies confused on where to focus their social efforts.

Creating a charity and corporate partnership is one key strategy for maximising the ‘S’ in your ESG framework. However, there are also other approaches to consider.

 

Key Approaches to Maximise ‘S’ in ESG

 

Identify social impact issues your business is uniquely poisitioned to improve

Identify which potential issues your organisation is uniquely positioned to tackle, considering the resources your corporation has access to. Dedicate your organisation to those specific social issue(s) publicly in your external communications. Ensure your board, staff and partners know exactly what issues you’re working on and what you’re doing to help tackle the issue. This will ensure that all stakeholders are aware of the social issues you are trying to achieve.

 

Avoid being all-encompassing

No organisation can work on every social issue effectively. It’s unlikely that your business will have the expertise to position yourself externally as solely specialising in an entire social area. Working on complex issues requires collaborative partnerships, with each partner playing a distinct role. Therefore, clearly identifying the exact social impact issue(s) you are working towards will make it easier for investors to understand the ‘S’ in your ESG. This will increase investment potential, and improve your chances of further charity partnership opportunities.

 

Measure your progress

Identifying the correct social strategy within your ESG framework will take time to consider, develop and flourish. Your organisation may not have all the answers initially and it can take years to demonstrate results. Therefore, it is extremely important to invest in measuring your social impact. This will help identify which strategies are working well and need further development, and which ones need revised entirely within your ESG framework.

 

Seek partnernerships with diverse groups

Partnering with groups that share your purpose and commitment to advancing social impact will complement and accelerate your work. Ensure that inclusion remains a core component in your efforts, such as intentionally partnering with diverse groups and encouraging a wide range of voices, including stakeholders who are most impacted by the issue.

 

Identifying and developing the ‘S’ in your ESG can seem daunting. However, it is extremely important, not only for your organisation, but to help tackle greater social issues and create improved communities. By following these steps, we hope you can maximise the social element of your ESG.

 

Contact Our Partnerships Practice

If you are interested in developing your social impact, gaining support with your ESG strategy, or are interested in learning more about developing charity partnerships, visit here or contact Denise Cranston, Head of Partnerships Advisory Practice.

Partnerships 2into3

How to Build Successful Partnerships with Corporates

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.

2into3 nonprofit Talent recruitment trend

Nonprofit Talent Trends: Q4 2022

Q4 2022 2into3 Nonprofit Talent Trends

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.  

 

Q4 2022 Nonprofit Talent Trends

 

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 

Q4 2022 Nonprofit Talent Trends

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. 

Q4 2022 Nonprofit Talent Trends

 

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. 

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

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Cork

T12 RD43

Ph: 01 574 0022

Galway

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Galway

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Ph: 01 574 0022

Newry

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