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.

Exit Interview Feedback follow up

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.



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

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



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.

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.


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). 



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). 



 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. 



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. 

nonprofit talent trends 2022 q3

Nonprofit Talent Trends Q3 2022

The latest instalment of the 2into3 Nonprofit Talent Trends report shows a continued increase in the level of senior recruitment within the sector. 

 For the third quarter of 2022, we recorded a total of 272 management roles advertised, an increase of 45 or 20% on the same period last year. These roles were with 193 different organisations, up 27 or 16% on 2021. This activity was spread across all main subsectors, with some significant shifts in some areas.  


Nonprofit Talent Trends q3 2022

Analysis by Subsector

4 sectors saw a drop in the number of roles advertised, including Health (37 down from 41), Education & Research (13, down from 19) and Arts Culture & Media (8, down from 11). 

In contrast, 7 sectors had an increased number of vacancies advertised, with Social Services the most active, with 92 roles, up from 68 in 2021. Philanthropy & Voluntarism was considerably more active as well, with 16 roles advertised this year versus 7 last year. Roles in the Religion subsector grew significantly, albeit from a relatively low base, from 3 to 8 year-on-year.  

It is also interesting to note the shift in role types over the course of the last year as well. CEO and Executive Director level roles went from representing 8.5% of all advertised to 4.8%, while Fundraising & Business Development dropped from 20.3% to 14.3%. Service Delivery & Operational Management positions remained fairly steady (53% versus 52%) but increased in number from 118 to 145. 

 Admin, Strategy and Governance more than doubled their share of roles, from 4% to 7.4% albeit from a low base, while most other role types remained relatively static in their share of advertised activity. 


So, overall, we continue to see an active and growing level of advertised recruitment activity for senior roles, at least from this snapshot, with the post-COVID recovery showing little sign of abating. 

We are however seeing some differences appear within the different subsectors, with the urgency of Health roles during the pandemic working their way out of the system, for example. On the other hand, Social Services needs are still high in the current economic climate, as evidenced by the volume of roles being advertised. 

Contact Us

From our own anecdotal experience in 2into3, the demand for talent remains high and we would expect this to continue into Q4, if the first few weeks are anything to go by.  We continue to receive requests for support from organisations who have been unsuccessful in attracting qualified candidates via their own internal recruitment efforts, a sign possibly that a more targeted approach using larger databases and networks is needed. 

The 2into3 Recruitment Team are available to discuss this report and the current recruitment market in the context of your own requirements. Please contact Fergal O’Sullivan at fergal.osullivan@2into3.com or on (086) 180-6051. 

Nonpaid Benefits nonprofits 2into3

Non-paid Benefits: An Analysis of the Market

Undoubtedly, we are still seeing a shift in the employment market to that of a ‘buyers’. In March of this year, Charities Institute recorded that 79% of organisations were struggling to hire, as there is an oversaturation of roles on offer in the sector. Increasingly, nonprofits find their talent being poached by the corporate organisation with a higher profile, higher pay, better pensions and employment guarantee.When Charity Staff leave an organisation, 62% move out of the charity sector altogether’. Restricted funded organisation, the likes of section 39’s, find themselves losing staff due to better benefits elsewhere. Rising Inflation prices are also a consistent concern that is being felt across sectors. According to the Irish Times, ‘Prices in Ireland rose an estimated 9.6 per cent in the year to July’. With inflation, security and burnout becoming increasingly prevalent worries for staff, do organisations need to start putting emphasis on other non-monetary supports, such as non-paid benefits? 

Staff Retention and Non-Paid Benefits

In the wake of the 2008 Recession, employees working in the nonprofit sector, along with other sectors in the economy, experienced pay cuts and/or pay freezes, worked shorter hours and/or took on extra work for reduced pay. HSE funded organisations saw a funding-cut that has seen organisations recovering to only 70% of pre-recession funds. Staff were left feeling undervalued, underpaid and with a lack of career progression. This caused unforeseen difficulties for organisations, despite their team’s dedication to the mission, they struggled to retain staff due to budget cuts. With inflation on the rise and economic advisors throwing around the word ‘recession’, we can learn from here to get our cards in order in a proactive manner to protect both our organisations and staff. 

Flexibility in Post- Covid Working Environment

Non-paid Benefits Staff Retention 2into3

In analysis of The Community Foundation’s National Guide to pay and benefits in community, voluntary & charitable sector 2019, some obvious areas for consideration are apparent. ‘Flexibility’, is an element of the report in a post-covid working environment that can be easily addressed by your organisation. Remote and Hybrid policies are essential for providing work/life balance to staff. Though it may seem like an obvious standard to have in place, many companies are enforcing return to work policies. It is important to ask the following questions before proceeding with enforcing new policies. Would your staff prefer to work from home or have flexible working hours instead? Could you offer more days of annual leave to your staff? Do you offer income protection, death in service or have sick leave policy in place that is higher than the statutory amount? Do you offer a pension contribution to all staff or just the most senior of the team?  

There are also certain statutory requirements that could be considered non-paid benefits that your team aren’t aware of. If you have a human resource function, this could be easily bridged by explaining, for example, how to avail of a tax saver public transport ticket or how to get onto the bike to work scheme. If you have a generous maternity or paternity leave policy in place or provide service leave for long standing staff, are your employees or candidates aware of this? Do you provide any educational assistance in the form of study leave or monetary assistance to any or all staff? Could you provide a lower pension contribution to junior staff at 2% to help all staff with long- term financial planning? 

Reflecting on Your Organisations’ Benefits

Non-paid benefits Staff Retention 2into3

As The Wheel & The Community Foundation for Ireland compile their most recent research into the non-paid benefits of the nonprofit sector for 2022, it is as good a time as ever to question your organisation’s benefits and career progression structures. What are your staff struggling with and which non-paid benefits are they seeking? Is your organisation large enough to have a Human Resources function? If not, do your board members have capacity to provide that support to staff? Do you provide a career mentor service to younger staff for career progression?  

In response to funding uncertainty, you could provide pay scales, simplify pay structures or introduce a Service Award e.g. a payment after ‘x’ number of years to help retain staff. For staff morale, you could introduce ‘staff away’ days or include a staff wellness programme. For attracting junior staff, could you introduce a graduate programme or offer links with third level institutions.  

The two most important takeaways are: to consider your staff and their needs, and be creative in how to support them within your financial limits. In placing your team, however big or small, at the forefront of your organisational culture, you will undoubtedly see more staff retention and attraction of talent. Job insecurity, burnout and inflation are going nowhere anytime soon and non—paid benefits will continue to be at the centre of candidate’s minds where salary no longer becomes the most important element of contract discussions. 

For more information on staff retention, visit our recent ‘Recruitment and Retention’ event summary, or if you’re interested in expanding your team, contact Fergal O’Sullivan for further details on senior recruitment.

Recruitment and Retention 2into3 event

Recruitment & Retention Challenges in Nonprofits: Is it just about pay?

Last Thursday 1st September, we held an in-person event, ‘Recruitment & Retention Challenges in Nonprofits: Is it just about pay?’ at our head office, Huckletree in the Academy, 42 Pearse Street, Dublin 2. Our speakers included Dennis O’Connor, CEO of 2into3, Fergal O’Sullivan, Head of Recruitment at 2into3, Dr. Rhonda Wynne, Head of For Purpose and Jerome Forde, CEO of HR Duo. Our panellists discussed what is involved to arrive at a thorough pay and benefits analysis of your organisation. Our speakers also shared their insights on the current recruitment climate, including the challenges and opportunities in future.


Dennis O’Connor, CEO of 2into3

Dennis welcomed our attendees by discussing the role of pay in talent acquisition and retention. He highlighted how nonprofit employees are generally not attracted to the nonprofit sector for the promise of salaries that will match the private sector, but for broader purpose. Despite this, nonprofit organisations must be aware of the average salary range within their organisational field. One way to measure this is via salary benchmarking. Dennis noted that a key factor within talent retention is to ‘mind the gap’. If the gap between your organisation’s salary, versus another nonprofit organisation is large (between 20-30% extra) for the same position, talent retention will be difficult. Many employees will become aware of this gap, which could lead to resignation.

Dennis highlights that although pay is an important factor in recruitment and retention, there are many other non-pay factors to consider. Non-pay benefits such as pension contribution by organisation, annual leave, flexible working hours etc. also contribute to the retention of your employees. It is important to have a balance between providing a salary that fits with the market rate, whilst also providing non-pay benefits.

Dennis also addressed the Cost of Living Crisis as an important factor to consider within recruiting and retaining talent. This is an important factor to consider, however, before your nonprofit review your current pay scales, it is in your organisation’s best interest to wait until the 2023 budget is released on 27th September 2022.


Fergal O’Sullivan, Head of Recruitment at 2into3

Recruitment & Retention Challenges in Nonprofits: Is it just about pay? Fergal O'Sullivan

Fergal O’Sullivan, Head of Recruitment at 2into3, discussed senior talent recruitment and retention. He discussed the recent changes to the senior nonprofit landscape, including external factors such as Covid, shifting career focus and our current growing economy with full employment. Senior candidates are not actively seeking new positions in the current market. With many uncertain external factors having an impact on their decision, employees are thinking carefully about whether they want to leave a permanent, possibly pensionable, role for a new position which may have a six-month probationary period. They may also have secured a significant level of flexibility with their employer in terms of remote and hybrid working arrangements and are keen not to relinquish this.

From a recruitment perspective, remaining flexible and open to new ways of working is a priority for most candidates. Fergal explains that the majority of candidates do not enter the nonprofit sector, especially when moving from the private sector, with a pay scale motivation. Generally, they want to work for an organisation they believe in. Communicating the other non-pay benefits is therefore extremely beneficial at recruitment stage and managing pay expectations from the very beginning.


Dr. Rhonda Wynne, Head of For Purpose Graduate Programme

rhonda wynne for purpose Recruitment & Retention Challenges in Nonprofits: Is it just about pay?

Rhonda talked about the future of the nonprofit sector from a graduate perspective. It is important that organisations invest in graduates who will grow within their organisation and become future leaders in the sector. Graduates have many options within the private sector, however, the For Purpose Graduate Programme is Ireland’s only nonprofit graduate programme. Graduates’ motivation to enter into the nonprofit sector versus the ‘for profit’ sector is moreso related to fulfilling a greater purpose than the need for a competitive graduate salary. Moreover, it is extremely important for organisations to focus on developing their graduate’s skills, so they feel valued and know they’re contributing.

Rhonda explains that from the interviews she has conducted, the top priority for graduates is not regarding pay, but for  culture, career growth in the nonprofit sector and flexible working. Therefore, the main concern for nonprofits is to provide a fair graduate salary, but to provide engaging projects, ensuring the graduate is supported and encouraged within their role.  Providing opportunities for graduates in their roles to see the impact of the work in their organisation is extremely important for purpose-driven graduates.


Jerome Forde, CEO of HR Duo

jerome forde ceo hr duo Recruitment & Retention Challenges in Nonprofits: Is it just about pay?

Lastly, Jerome Forde discussed HR Duo’s services. HR Duo automates all the day-to-day HR practices and places critical data in the hands of managers so that they can concentrate on the value-add activities. Having a HR system that ensures organisations can keep track of their employees annual leave, pay and benefits is extremely important for your nonprofit.

If your organisation is interested in recruiting senior talent, contact Fergal O’Sullivan. If you’re seeking graduate talent contact Dr. Rhonda Wynne. Find out more about recruitment and retention in the nonprofit sector.

nonprofit talent trends 2022 q3

Nonprofit Talent Trends Q2 2022

The latest data from the 2into3 Nonprofit Talent Trends for the second quarter of 2022 shows that recruitment of senior nonprofit roles continues to grow and to rebound from the impact of the pandemic.

Nonprofit Talent Trends Q2 2022

Analysis by Subsector

For the period April – June, we recorded 270 management level roles advertised in Ireland, an increase of 21% on the 244 for the same period last year. The number of organisations recruiting rose by 17% (186, up from 159).

Where data was available, we noted that organisations within the Social Services subsector were most active with almost half (49.4%) of all roles advertised. The closest subsectors to them were Health (16.9%) and Local Development & Housing (13.4%). The remaining 20% of organisations were within the remaining 9 subsectors.

The number of Social Services roles grew by 72% versus 2021, but this was outstripped by those in the International sector, which saw growth of 183%, albeit from a low base (17, up from 6). A number of subsectors saw a drop in the number of roles advertised however, including Philanthropy & Volunteerism (down 71%), Professional & Vocational (down 93%) and Recreation & Sport which dropped form 2 roles last year to zero in Q2 2022.

When looking at the different job functions that were advertised, it appears that finance roles are in high demand; the number of such roles advertised almost doubled year-on year, from 5% of the total in 2021 to 9% this year.

Service Delivery & Operational Management remain the most popular role types however, accounting for 51% of all roles, down slightly from their 54% share for the same period last year. CEO / Executive Director roles were less popular, relatively speaking, accounting for 6% of the total versus 14% in 2021.

Conclusions on Q2 2022

It is not surprising to see a continued rebound form the low points of the pandemic, but as the impact of COVID starts to work its way out of the figures, the coming months will be interesting to see if the trends we have seen in recent snapshots continues. Demand for talent certainly remains high, if our experience in 2into3 is anything to go by; whether this can be matched by a supply of talented nonprofit professionals looking for a new challenge is the burning question.


For more information on our previous Nonprofit Talent Trends, visit our page. If you have any queries on our findings, contact Fergal O’Sullivan.

charities amendment bill 2022

Charities Amendment Bill 2022

On 30th June, our Head of Recruitment, Fergal O’Sullivan attended a briefing on the Charities Amendment Bill, jointly hosted by The Wheel and Charities Institute Ireland.

The Charities Amendment Bill is to provide a number of amendments to the Charities Act 2009. The proposed amendments aim to improve the ability of the Charities Regulator to conduct its statutory functions, ensuring more proportionate regulation leading to greater public trust and confidence in the charities sector. The full 98-page General Scheme can be found here.

Key Points from Webinar

During the webinar, there was an informative discussion on some interesting proposed changes, including:

  • Advancement of Human Rights is finally set to become a charitable purpose under Head 4 of the Bill.
  • The definition of “charity trustee” will be amended to exclude company secretaries or secretaries to the board who hold no other office in the charity.
  • Charity SORP accounting standards are now going to be required by the CRA, but the exemption to allow for simplified accounts will now apply to those with income less than €250,000 (previously €100,000).
  • The CRA will need to be notified in advance, and approve of any changes, to an organisation’s Constitution.
  • The CRA will also get powers to sanction organisations without having to reference to a court.
  • There are some unclear requirements for Trustees to report “significant events” without saying what these might be, which many on the webinar feared could deter people from becoming Trustees.


As well as this informative webinar, Carmichael have also produced an excellent commentary on the proposed changes, which can be found here.

Thanks to The Wheel and Charities Institute Ireland for hosting an insightful webinar, and to Carmichael for their commentary.