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.
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.
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
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
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.
https://2into3.com/wp-content/uploads/2022/09/Nonpaid-Benefits.png8002400Eilis OBoylehttps://2into3.com/wp-content/uploads/2022/12/2into3Strapline.pngEilis OBoyle2022-09-26 12:46:112022-09-26 12:46:11Non-paid Benefits: An Analysis of the Market
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 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, 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.
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.
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.
https://2into3.com/wp-content/uploads/2022/09/Recruitment-Retention-2into3.png8002400Eilis OBoylehttps://2into3.com/wp-content/uploads/2022/12/2into3Strapline.pngEilis OBoyle2022-09-09 12:38:502023-03-31 15:37:48Recruitment & Retention Challenges in Nonprofits: Is it just about pay?
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.
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.
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.
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
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
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. Throughfocusing 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!
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.
Changes
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.
Adapting
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
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.
https://2into3.com/wp-content/uploads/2022/06/Talent-Management-in-Irelands-Nonprofit-Sector.png8002400Eilis OBoylehttps://2into3.com/wp-content/uploads/2022/12/2into3Strapline.pngEilis OBoyle2022-06-16 11:29:072022-06-16 11:50:36Talent Management in Ireland’s 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.
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.
https://2into3.com/wp-content/uploads/2022/05/Offering-nonprofits-a-full-Talent-Management-solution-1.png8002400Eilis OBoylehttps://2into3.com/wp-content/uploads/2022/12/2into3Strapline.pngEilis OBoyle2022-05-18 17:16:472022-05-18 17:16:472into3 and HR Duo Announce Partnership for Nonprofit Sector
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%.
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.
https://2into3.com/wp-content/uploads/2022/03/Management-Team-2.png6832048Eilis OBoylehttps://2into3.com/wp-content/uploads/2022/12/2into3Strapline.pngEilis OBoyle2022-03-01 12:17:182022-09-20 11:19:01Changes to 2into3 Management Team
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This cookie is set by GDPR Cookie Consent plugin. The cookie is used to store the user consent for the cookies in the category "Analytics".
cookielawinfo-checkbox-functional
11 months
The cookie is set by GDPR cookie consent to record the user consent for the cookies in the category "Functional".
cookielawinfo-checkbox-necessary
11 months
This cookie is set by GDPR Cookie Consent plugin. The cookies is used to store the user consent for the cookies in the category "Necessary".
cookielawinfo-checkbox-others
11 months
This cookie is set by GDPR Cookie Consent plugin. The cookie is used to store the user consent for the cookies in the category "Other.
cookielawinfo-checkbox-performance
11 months
This cookie is set by GDPR Cookie Consent plugin. The cookie is used to store the user consent for the cookies in the category "Performance".
PHPSESSID
session
This cookie is native to PHP applications. The cookie is used to store and identify a users' unique session ID for the purpose of managing user session on the website. The cookie is a session cookies and is deleted when all the browser windows are closed.
viewed_cookie_policy
11 months
The cookie is set by the GDPR Cookie Consent plugin and is used to store whether or not user has consented to the use of cookies. It does not store any personal data.
Functional cookies help to perform certain functionalities like sharing the content of the website on social media platforms, collect feedbacks, and other third-party features.
Cookie
Duration
Description
bcookie
2 years
This cookie is set by linkedIn. The purpose of the cookie is to enable LinkedIn functionalities on the page.
lang
session
This cookie is used to store the language preferences of a user to serve up content in that stored language the next time user visit the website.
lidc
1 day
This cookie is set by LinkedIn and used for routing.
Performance cookies are used to understand and analyze the key performance indexes of the website which helps in delivering a better user experience for the visitors.
Cookie
Duration
Description
_gat
1 minute
This cookies is installed by Google Universal Analytics to throttle the request rate to limit the colllection of data on high traffic sites.
Analytical cookies are used to understand how visitors interact with the website. These cookies help provide information on metrics the number of visitors, bounce rate, traffic source, etc.
Cookie
Duration
Description
_ga
2 years
This cookie is installed by Google Analytics. The cookie is used to calculate visitor, session, campaign data and keep track of site usage for the site's analytics report. The cookies store information anonymously and assign a randomly generated number to identify unique visitors.
_gid
1 day
This cookie is installed by Google Analytics. The cookie is used to store information of how visitors use a website and helps in creating an analytics report of how the website is doing. The data collected including the number visitors, the source where they have come from, and the pages visted in an anonymous form.
Advertisement cookies are used to provide visitors with relevant ads and marketing campaigns. These cookies track visitors across websites and collect information to provide customized ads.
Cookie
Duration
Description
bscookie
2 years
This cookie is a browser ID cookie set by Linked share Buttons and ad tags.