Pride At Work 2into3 Recruitment Team Pride Month 2022

Pride at work: Staff Retention & Belonging

In May, the recruitment team at 2into3 attended Pride at Work 2022. The event was held over a two-day period and was organised by Dublin Pride. ‘Social barriers in employment’ and ‘Belonging & Staff Retention’ were the morning’s speaker events which the recruitment team attended. The first session focused in on bringing forward the data in the sector to help us eliminate visible & invisible equity barriers that exist in employment for people who identify as LGBTQ+. The second session focused in on organisational culture and the importance in creating a space that builds ‘belonging’.  


Pride at Work: Key points

pride at work event 2into3

There was a strong emphasis placed on the importance in harnessing our diverse backgrounds to shape a better and stronger workforce. Through equality and support, All boats rise. As employers, we should look for those in the market who harness the skills that come from their lived experiences; resilient problem solving and people driven candidates. This is the untapped candidate pool that would help build stronger teams.  

An important discussion that came out of the second session was related to the performative element of inclusion, particularly during Pride month. What is essential for true allyship to the community is regular support over tokenism. Executive Director of ShoutOut, Aifric Ní Chríodáin, noted that organisations for pride month should stride to overcome performative tokenism of company logo changing to be replaced with the implementation of inclusion and belonging training or monetary donations to organisations run by the community. Speaker Noah Halpin, Healthcare Officer from Transgender Equality Network Ireland, gave invaluable advice to add to this that we should not rely on the queer members of our organisations to relay their own personal experiences and trauma for people to be shocked before they will initiate change. Organisations should be proactive to create an inclusive environment regardless of whether there is a visible need. Often people do not know how to ask people about their backgrounds but it is important to get out of your comfort zone to learn about your colleagues. 

Culture of Belonging

Pride at work event 2into3

 A point was made of putting emphasis on creating a culture with a focus on belonging instead of inclusion; we shouldn’t have to alter our own behaviour to feel like we belong somewhere. The phrase “psychological safety” was mentioned throughout both sessions. It is essential to make the space psychologically safe for everyone. To encourage both diversity and inclusion in the workplace, employers must create these safe spaces both for individuals who are thinking about applying for a role with your organisation, and a psychologically safe space for employees to work. This creates a sense of belonging which increases retention. Create those role models for younger members of staff; diverse panels of people are flying in their roles because of their identity, not despite it. Also, try open the conversation up to your current staff – what change do they want to see implemented? How could you support them more 

For staff retention to truly function, all staff should feel “safe, understood and supported”. In being culturally aware of the needs of your diverse communities in your workplace, you can create a safe workplace in which your organisation values the individuals and what they can bring to organisation. Focus on what society and the employer need to do to make people feel more welcome, not what changes does the individual need to make. Make the changes in a proactive manner instead of that of reactive. Revaluating staff policies to ensure they are inclusive is one way to create a sense of belonging, e.g., policies surrounding name change, policies surrounding coming out which may make transitioning easier for employees or policies surrounding maternity leave/parental leave for trans employees. While this may not seem relevant now, your organisation may have someone who wants to transition in future. Having policies already in place could help them to feel supported and that it is ‘safe’ to transition. 


Importance of Inclusion at Work

In these challenging times for talent management, and especially for recruitment, it makes business sense to be as inclusive as possible, to attract the best talent. Through focusing on current and future staff needs and wants, organisations can build on staff retention and reduce absenteeism. Building the staff culture that the company needs and not the employer wants will prevent inclusion tokenism, and in-still a strong, positive work culture. 


Thanks to Tim Lee in Deloitte for the invitation to attend and Dublin Pride for organising the event. Please find below links to the panel member’s organisations. Happy Pride!  


Talent Management in Nonprofit Sector 2into3 Fergal O'Sullivan Head of Recruitment 2022

Talent Management in Ireland’s Nonprofit Sector

Nobody at this stage needs to hear any more analysis of how the last two years has impacted on their sector, or what the likely impact will be of the war in Ukraine or current inflationary challenges. What you do need to hear however, is that you are not alone. A recent survey by the Chartered Institute of Personnel and Development (CIPD) showed that 85% of organisations they spoke with said that they are struggling with skills shortages.

This is happening not just because of COVID, Ukraine or inflation. When the impact of COVID is stripped out of the figures, the current rate of unemployment is about the same as it was back in 2019, which is effectively full employment. We also have a workforce with shifting requirements in terms of their careers, a shift that started before March 2020, and manifesting itself in people seeking to take time-out, move to part-time work, and improve their work-life balance.

As a recruiter, I know that Recruitment can often be quite a reactive activity. Someone hands in their notice and you need to replace them as soon as possible. Proactivity may not be always possible in this area, but there is the possibility of becoming more proactive in other areas of talent management, to allow you to become altogether more strategic.



Talent Management in Nonprofit Sector 2into3 2022

Like every other part of managing a nonprofit, talent management has changed in the last two years. The question is though: is this a short-term phenomenon, or is the landscape for the next few years, and even forever, changed fundamentally?

These changes have as been driven by several factors, not least of which was the necessity of having to work remotely. In recruitment, all candidate interaction, from initial screening to full panel interviews, had to move online. If you had told employers in late 2019 that they would be recruiting staff at CEO level without ever meeting them in-person, you would have been dismissed out of hand, but that is exactly what had to happen, and did happen.


Additionally, a lot of organisations put recruitment on hold during the uncertain times of the last two years, only to realise that the need for talent was not going away. This backlog of roles is still not fully cleared and has made the fight to attract the best candidates even more competitive. 2into3 tracks advertising activity in the sector for senior level roles to get a snapshot of activity every three months. In Q1 2022, there was an increase of just under 20% in the number of roles advertised versus the same period last year, with every sector bar one (Philanthropy & Volunteerism) showing an increase in activity.

Jobseeker activity is also changed and while we are not quite seeing what many have referred to as “The Great Resignation”, we are seeing what Mary Connaughton, Director of CIPD Ireland calls “The Great Re-evaluation”.

People are looking at an uncertain world and thinking carefully 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.


In almost every interview I do, when I ask candidates if they have any questions at the end of our meeting, the first response is invariably a question in relation to remote or hybrid working. It is front of mind for nearly everybody I meet, and it needs to be so for employers. This can be discussed as a trial approach for now, while an approach that suits everyone is achieved, but be assured, it is something you will need to address.

Anecdotally, the desire for greater working from home arrangements is stronger in those holding more senior roles, or who have been in employment longer. Junior staff, including graduates, appear to keener on working more in the office. This is likely because of the strong desire they have for building social connections, especially if they have never actually worked in person with their colleagues. Those employees who were in the office and organisation pre-2020 have a much better understanding of the organisational culture and how they can work effectively (and how they are expected to work) within it.

The other significant shift we have seen is in terms of the number of people that could be termed “active jobseekers”. There are fewer people applying for each new role, which means for recruiters, a far greater emphasis is placed on the targeted search approach. In 2into3 we are spending a lot more of our time seeking out suitable individuals via our existing databases and networks, as potential candidates are not on the lookout, and need to be made aware of the opportunities.


We are still successfully getting the qualified candidates, but this is extending the time needed to complete recruitment assignments. Time is always a commodity in short supply for organisations that need the talent to keep delivering for their service users and for organisations who choose to manage their recruitment in-house, not having access to such networks can hinder progress significantly.



New Normal 2022 working from home talent management 2into3

What does the nonprofit sector need to do to better manage our talent? Are there opportunities rather than just challenges in the current climate? Given what we know about the recruitment challenges outlined above, it might be worth considering, if you have a skills gap and cannot find the talent you need, could you work with what you have, maybe structure things better and, in the process, hold on to your best people for longer?


This focus on both recruitment and retention will require a combination of both short-term solutions and long-term plans. One option is essentially a “make or buy” argument. A commitment to graduate development, while not an overnight fix to any skills gaps, could give you access to the brightest young minds who can bring new skills, perspectives, and energy to your organisation, and indeed the sector.

When recruiting at a more senior or experienced level, many organisations have been broadening their horizons somewhat, to consider applications from outside the nonprofit sector, but others are reluctant, for various reasons. The transferability of skills is not always possible, but is worth considering, if there is a core set of skills to work with.


It may also prove challenging when candidates feel they should be able to earn the same salary and benefits they enjoyed in the commercial sector, but as I say every time I meet with people looking to make this change, nobody moves to the nonprofit sector for the money. If you are coming from outside, you need to understand that to step across, you often need to step down a rung or two on the ladder in the short-term, before securing a longer-term step back up. Core skills, no matter how strong, may need a level of reorientation to a nonprofit context and with that will possibly come with a drop in salary or position.

Emphasising your employer brand in the context of your vision, mission, and values can help here, looking beyond the job description and making the work as attractive as possible for non-financial reasons, emphasising both the impact the candidate will have in the role and the job satisfaction that will follow.


For your existing team, the emphasis now is on developing a personalised employee/employer relationship. In this current market, employees have the power, and everyone will have different requirements of the relationship. Flexibility is key and not just in terms of hybrid or remote working. If possible, give people as much freedom as possible to do the work and deliver the required outputs by whatever means works best for all parties. This is not just location, but working hours as well, offering part-time work or even job sharing.

There could also be a customised approach to other areas, such as pay and benefits and career development, where this is possible. The key here is a person-centred approach, adapting to new processes and workflows that evolved during the pandemic, fitting in around individual needs as well as organisational requirements, rather than trying to shoehorn individuals into roles, or vice versa.


If in doubt, speak with people, understand what works best for them and their teams and, if that also works well for your organisation, then work to enable this. By understanding their requirements, you might also be able to secure their services for longer. Not every employee request will be possible, and two people doing a similar job may have competing requests, so staff will need to know not everything they ask for can be granted, but if a simple conversation can lead to agreement on adapted approaches that ensure staff are retained (and more productive), then it is a win for everyone.


The Future

Talent Management Nonprofit Sector Worklife balance remote working 2into3

As to where this is all heading, if the last few years have taught us anything, it’s that we cannot predict the future. The war in Ukraine could lead to fundamental shifts in the global economy, but it could also lead to a significant influx of highly motivated workers into the state. Inflation could stagnate at a high rate, it could keep rising, fuelled by pay claims to keep pace with the cost of living, or it could begin to drop. COVID may still have some life left in it, with variants and subvariants arriving without warning.

Each of these external factors, and many more besides, could have a significant impact on how you approach the task of talent management. There is one thing we do know, however. When the most fundamental changes to our world happened overnight, we adapted, and we worked through them, so don’t ever let anyone ever tell you that people cannot change. The lessons of the last two years will stand to us, and we will be better placed to ensure our organisation’s talent is managed well, both in the short and long term.


2into3 and HR Duo collaboration nonprofit sector

2into3 and HR Duo Announce Partnership for Nonprofit Sector 

On Tuesday 17th May, we announced a partnership with HR Duo, a full-service HR solutions provider, to offer nonprofits a full Talent Management solution. With our joint collaboration, we will increase the capacity of our clients’ organisations.

Many nonprofits services are currently stretched. With the impact of the pandemic and demand for talent, together with HR Duo, we seek to assist Irish nonprofits with talent management and HR admin. Therefore, organisations can focus on adding capacity to their current services. 


About HR Duo 

Combining technology and HR expertise, HR Duo’s delivers know how and practical support which enables organisations of all sizes to manage their HR requirements.    

HR Duo aims to make HR easy for businesses. They help hundreds of businesses to introduce best practices, improve team performance and to make better decisions. HR Duo automates all the day-to-day HR practices and places data in the hands of managers so that they can concentrate on what matters. 


Nonprofit Talent Management 

Talent Management is more important than ever in the current employment market and recruiting the right person is a costly and time-consuming process. Furthermore, retaining talent is an ongoing challenge for many nonprofits and requires attention if the organisation aims to grow. However, most nonprofits do not have the capacity to do so within their own resources. With the support of 2into3 and HR Duo, nonprofits can access the expertise they require to assist their growth. 


 “We are delighted to announce our partnership with HR Duo. Our clients can focus on service delivery and other strategic projects, while we along with HR Duo can look after their Talent Management & HR admin,” said Dennis O’Connor, CEO, 2into3. 


This is an exciting partnership and the combined power of 2into3 and HR Duo will add value to clients freeing up resources and deliver added impetus to the nonprofit organisations’ mission,” said Jerome Forde, CEO, HR Duo. 

For more information on the services we provide, click here or contact Dennis O’Connor directly. 

nonprofit talent trends 2022 q1

Nonprofit Talent Trends- Q1 2022

The latest assessment by 2into3 of senior recruitment activity in the nonprofit sector shows activity remains high, with 269 roles advertised in the first 3 months of 2022, versus 226 in the same period last year. That is an increase of 43 roles, or 19.9%.  

 The number of organisations advertising for these positions increased at a similar rate: 193, up from 159, which is a rise of 34 or 21.4%.  

Q1 2022 Nonprofit Talent Trends

Analysis by Subsector

Every subsector was active, with the greatest number of roles coming from Social Services and Health (both 20.7%), followed closely by Local Development & Housing (14%).  The remining 44.6% was spread between the other 9 subsectors, ranging from just 1% for Recreation & Sport to 4.7% for Advocacy Law & Politics. 

 Each of these subsectors showed an increase in activity versus 2021, with one exception: Philanthropy & Volunteerism roles dropped from 17 to 6 year-on-year. The largest increase was for roles in the Religious sector, albeit from a small base, rising from 1 to 4. Other large uplifts were seen Professional & Vocational roles (up 175%), Arts, Culture & Media (up 125%) and Environment roles (up 133%). 

 There was a significant increase in the number of Service Delivery and Operational Management roles advertised in Q1 2022 versus 2021. Such roles represented over half of all roles advertised and increased by 33 or 29% versus last year. 

 Small increases were also seen in CEO/Executive Director roles, as well as Communications & Marketing, and Admin, Strategy and Governance. The number of roles in HR and Finance fell slightly, while the number of Fundraising & Business Development roles fell from 48 to 42, a drop of 12.5%. 

Senior Nonprofit Recruitment

Overall, we can see the bounce back from the pandemic continues across almost all subsectors but with some variations when we look at the types of roles advertised.  

 Those roles that showed a decline would appear to the role types that saw the smallest decline during the height of the pandemic, so may not have too far to bounce back from, although it will be interesting to track the Fundraising roles in particular as the year progresses. 

 If you would like to view more information on our findings, please contact Fergal O’Sullivan directly.

Q4 Nonprofit Talent Trends & Annual Overview

In our latest snapshot of the nonprofit recruitment market for senior roles, we saw a continued rise in both the number of roles being advertised (271, up from 227 in 2020) and in the number of organisations actively recruiting at this level (197, up from 168 the year before). 

This rise of 19% and 17% respectively is not as large a jump as we would have seen in earlier quarters, probably showing that the pandemic rebound has been working its way through the market throughout 2021. While COVID has not gone away, organisations have realised they cannot wait forever to fill their talent gaps and have moved accordingly. 

The numbers are way up on Q4 2019, the last full quarter before COVID became a word we utter several times a day; 144 roles from 115 organisations were advertised between October and December 2019. 

nonprofit talent trends q4 2021

Q4 Nonprofit Talent Trends Breakdown by Role

Two role types saw a fall in activity year-on-year (HR and Finance) albeit from a small base, while all other functions tracked showed increased activity. CEO level roles jumped by 70%, Fundraising & Business Development by 52% and Admin, Strategy & Governance doubled, but again this was from a small base. 

Breakdown by Subsector

Breaking activity down by nonprofit subsector, the changes were mixed. Three subsectors saw a drop in senior recruitment activity we recorded: Local Development & Housing (-9%), Education & Research (-63%), Religion (-50%), Recreation & Sport (-33%). 

By contrast, all other sectors saw a rise, with three in particular showing big increases in role numbers: International (240%), Professional & Vocational (433%), Environment (100%) 

Where income details were available for those organisations that were active in the recruitment market, there was an almost even split between those organisations with income below €1M (47%) and those above the number (53%). 

2021 Senior Recruitment Overview 

Looking at the year as a whole, it is still difficult to make any comparison between 2020 and 2021 without the pandemic being attached as a health warning to the data. 

 The number of roles advertised rose from 558 to 948 according to our tracking. While this is an increase of just under 70%, it must be noted that the 2020 figures include a time when activity went off a cliff. That said, activity is still up by an almost similar number versus 2019, likely a result of recruitment campaigns being delayed. 

Unsurprisingly, such uplifts were not confined to any particular role types, with all specialisms seeing a rise, although some were more active that others in that respect (Communications & Marketing (up 120%), HR (up 72%) and Service Delivery & Operations (up 85%) 

Interestingly enough, despite this strong sector-wide bounce back, there were actually two subsectors that saw a decline in recruitment activity for the full year. Both Education & Research (-25%) and Recreation & Sport (-30%) saw a decline in roles advertised. All other subsectors saw increases in roles advertised. 

What do these figures show?

Leaving aside the residual impact of the pandemic, what the figures here show us is that there is a renewed level of activity in nonprofit recruitment at the senior level, one that seems be sustained throughout year, and one that certain lappers to show no signs of abating in the first weeks of 2022. 

What the figures do not show is the other side of this equation, namely the availability of talent to meet this demand. Active jobseekers are still a somewhat rare breed, with COVID uncertainty still not fully overcome, although signs of increased activity have been seen since Christmas.  


It remains a challenging proposition for organisations to source (and then retain) the talent they need to provide their services, and 2into3 remain extremely active in the market on behalf of a wide range of organisations. Our hope is that while the market remains this active, the increase we have witnessed in jobseeker activity will continue to a point where supply and demand converge in 2022, giving all parties what they need, and the sector the supports it deserves. 

For more information on our recruitment services, visit our website or contact Fergal O’Sullivan.

Giving Ireland 2021 report 2into3

Register now for your subsector’s webinar on funding – Giving Ireland 2021

The Giving Ireland 2021 report launched last week, indicates several subsectors of the nonprofit sector saw an increase in fundraised income in 2019. Total Giving in Ireland was €1.78 billion, as a percentage of GDP (Gross Domestic Product), that equates to 0.5% GDP, for that period.


When compared to the UK, if the Irish nonprofit sector fulfilled its potential in attracting sources of philanthropic support to a similar level as the UK (their GDP rate is 0.84%), Irish overall Giving could increase to approx. €2.99 billion. How can we close this gap?


In these subsector specific webinars we will look in more detail at the funding of each subsector, its trends relative to other subsectors and discuss the impact of Covid (2019 is the last full year of pre-covid stats, so it’s the baseline for comparison when assessing Covid’s impact).


Register for your subsector webinar:

Health – Tues 2nd Nov 10am

Social Services – Wed 3rd Nov 10am

International Development – Thurs 4th Nov 10am

Education & Research – Tues 9th Nov 11am

Arts, Culture & Media – Wed 10th Nov 10am

Sport & Recreation – Thurs 11th Nov 10am

Religion – Tues 16th Nov 11am

Philanthropy – Wed 17th Nov 10am

Environment – Thurs 18th Nov 10am


Kindly supported by The Community Foundation for Ireland,, Quilter Cheviot, Ecclesiastical Insurance.


Giving Ireland is a joint collaboration between 2into3 and Philanthropy Ireland. The Giving Ireland Report 2021 – Analysis and Insights on Funding of the Nonprofit Sector in 2019.

Nonprofit Talent Trends 2into3

Nonprofit Talent Trends – Q3 2021

2into3 have completed their snapshot analysis of senior nonprofit recruitment for the third quarter of 2021.  

Given the equivalent quarter in 2020 was one of unprecedented uncertainty and challenges, it is no surprise to see a significant uplift in recruitment activity year-on-year. The number of organisations actively recruiting rose by 110%, from 79 to 166, and the number of roles rose by a similar amount, up 106% (110 up to 227).  

Q3 Nonprofit Talent Trends 2into3

What do our findings tell us about senior nonprofit recruitment? 

 Firstly, it tells us that the recovery from the lowest points of the pandemic is continuing, with roles that may have been on hold, or where expansion was delayed, are now coming on stream.  

 Certain sectors seem to be more active than others.  

  • Social Services and Health organisations accounted for almost half (48%) of all roles advertised in the period 
  • Religion, Environment and Recreation & Sports organisations failed to register more than 1% of the total each.  


As we commented after the second quarter data was released, it is hard to draw any definitive conclusions when comparing to such an exceptional time, so we would be careful not to infer too much from this data, other than to reiterate that it is a move in the right direction, in terms of activity in the sector.  

The flip side of this, however, is an increased demand for talent. With so many roles appearing simultaneously, the number of candidates per role tightens. Those who read our quarterly analysis will already know that we are in a recruitment market where the number of people actively seeking a career change is lower than it has been for several years. Add these two factors together and it makes finding and attracting the strongest field of candidates a more difficult task.   

In 2into3, we have found in recent months that we are having to devote considerably more time to the targeted search element of our service, as relying on just those who see the advertisement is not sufficient. This may well be the way the market moves, and stays, for the foreseeable future. Even if it is a temporary effect, it is certainly not showing any signs of change in the immediate future.  


 Analysis by Subsector 

Every subsector except one (Sports & Recreation) saw an increase in activity, but in that instance, it was a drop from 2 jobs to 1. All other subsectors saw increases ranging anywhere from 40% up to 900%, but as some of these are based on small values, the tables below give a better understanding of the changes:  

Nonprofit Talent Trends 2021 Q3
Nonprofit Talent Trends Q3 2021
In terms of the types of roles being advertised, all major role types saw significant increases, with the exception of Finance roles, which remained static. 
Role Type Nonprofit Talent Trends Q3

Service Delivery & Operational Management roles were, by a long way, the most popular (118), followed in distant second place by Fundraising & Business Development (46) with the remaining 63 roles in all other areas combined.  

Of those organisation’s where annual income is known, 21.5% had an income greater than €10M, while just under 33% had an income of less than €1M.  

Find out more information on 2into3’s Nonprofit Talent Trends or contact Fergal O’Sullivan directly. 



2into3 300th Customer

2into3 are Celebrating our 300th Customer

2into3 are delighted to announce that we are celebrating our 300th customer. After 15 years in business, across 3 offices in Dublin, Belfast & Cork, we continue with our mission, to help transform nonprofits throughout Ireland. As a team we are thrilled to arrive at this important milestone. We work with some truly fantastic organisations, who undertake amazing work for the people of Ireland.

2into3 300th Customer

“We are delighted to be developing a strategic plan for County Kildare LEADER Partnership, our 300th customer. Kildare LEADER delivers rural, enterprise, social inclusion and community initiatives in the county of Kildare.” – Dennis O’Connor, Director, 2into3.

How Nonprofit organisations benefit from a strategic plan:

  • Gives a clear sense of direction
  • Identifies priorities and aids clear decision making.
  • It’s a living document, which is owned by the people of your organisation. Therefore, motivating your employees with a sense of purpose
  • Enables your organisation to be proactive, rather than reactive.


Special word of thanks to all our customers, who partner with us on some of the most impactful and strategic projects in their organisation’s history. It has been a privilege and a pleasure to share insights, learnings and feedback to help add capacity and grow the potential of each and every one of these organisations.

If your nonprofit would like to develop a strategic plan, or avail of our consulting, recruitment or research services, please contact

About County Kildare LEADER Partnership

County Kildare LEADER Partnership is one of over fifty local development companies in Ireland. They are a nonprofit Local Development Company that has been operational since January 2009 and is the result of an amalgamation of a number of organisations and their activities including KELT, the Kildare Community Partnership (KCP) and the County Kildare based section of OAK Partnership.

County Kildare LEADER Partnership is now continuing this work through the Rural Development Programme (LEADER), the Social Inclusion Community Activation Programme (SICAP) and other supporting programmes in empowering local communities to improve their quality of life.


Nonprofit Talent Trends 2021 Q2 2into3

Nonprofit Talent Trends from 2into3 – Q2 2021

Our latest snapshot of senior recruitment activity in the nonprofit sector is for the second quarter of 2021. We track advertising across all the main online platforms, to record the level of activity within the sector.

Normally, we would compare the figures with the previous year to get a feel for how the market is faring, but for obvious reasons, comparisons for any activity that took place between April and June 2020 are not going to be too incisive, given that this was the time when everything went somewhat quiet.

Therefore, while we can discuss the figures for this year, the equivalent numbers for 12 months ago will serve mainly to show just how far we have recovered from the dark days of the first COVID-19 lockdown.

The top level numbers show there was a total of 224 management roles advertised in Q2 2021, an increase of 136% from Q2 2020 (95 roles). These roles were advertised by 159 different organisations, up 115% from the 74 organisations in 2020.

The increases were seen across all role types, with CEO roles up 121%, Fundraising & Business Development up 200% and Communications & Marketing showing a huge 650% increase, albeit from a low base. The smallest increase was in Finance roles, but this was still a healthy 37.5% up on 2020. Social Services organisations represented a quarter of all roles advertising in Q2 2021, followed by Health (17%) and Local Development & Housing (14.5%).

Nonprofit Talent Trends 2021 Q2 2into3

The infographic above summarises some of the key findings from our data gathering, but if you were interested in delving a little deeper into the details, we would be delighted to share our work and discuss what it might offer in terms of insights into possible future activity.

While the increased number of roles is unsurprisingly positive, coming from such a low base during an unprecedented time for everyone, we in 2into3 can definitely see a strong upward movement in activity, even compared to 2019. We are certainly working on a greater number of roles and seeing a demand for our services from organisations who may have in the past have recruited without the support of external services, but find the current market considerably more difficult in terms attracting the attention of the talent they seek. If you are planning to recruit, or find yourself in such a challenging situation, please get in touch and we can explain how our approach may help.

If you would like to view more information on our findings, contact Fergal O’Sullivan.