Tag Archive for: senior recruitment

Nonprofit Talent Trends Q1 2026

Our most recent analysis of senior level recruitment within the Irish nonprofit sector indicates a slowing in hiring activity versus the same period last year, although it is worth noting that movement has increased in Q1 2026 versus Q4 2025. This is explored in more detail below.

Year-on-year, through tracking advertised roles on a variety of job platforms, 2into3 identified a total of 226 senior-level roles advertised in Q1 2026, marking a 29% decrease from the 319 roles tracked in the same quarter of 2025. There was also a 19% decrease in the number of organisations recruiting, falling from 214 in Q1 2025 to 174 in Q1 2026.

This indicates that although we have seen increased movement in Q1 2026 versus Q4 2025, fewer organisations are actively seeking leadership talent in Q1 of 2026 versus Q1 2025.

Q1 2026 findings

Activity by Subsector

Consistent with previous quarters, several organisations anonymously advertised their vacancies and as a result, of the 226 roles we recorded, 212 could be assigned to identifiable subsectors.

Q1 2026 Activity by subsector

Roles by Subsector:

The trend of the Social Services subsector being the most active remains present, accounting for 37% of senior level roles tracked in Q1 2026. This represents an increase in its share compared to Q1 2025, where it constituted 33%, reinforcing Social Services’ position as the dominant driver of nonprofit recruitment. This is consistent with sustained demand for services in areas such as homelessness, disability, and mental health.

Health (16%) and Local Development & Housing (15%) followed as the next most active subsectors. Together, these three subsectors account for over two-thirds of all assignable roles, underscoring how the sector’s recruitment activity remains concentrated in frontline service delivery.

In our Q1 2025 analysis, we noted the potential for a downward trend in hiring for INGOs following USAID funding cuts. When reviewing Q1 year-on-year, activity in the International subsector is steady at 7% of roles (15 roles in Q1 2026 compared to 16 in Q1 2025).

Activity by Role Function

Q1 2026 activity by role function

Service Delivery & Operational Management roles remain the most sought-after leadership function, representing 35% of all roles in Q1 2026, although the actual number of roles has decreased from 147 to 79, reflecting a change in how data is gathered.

The most notable shift has been in Finance, which nearly doubled its share from 9% to 17%. This likely reflects increased demand for financial oversight and reporting capability at a time when the public funding landscape is tightening, with Budget 2026 signalling a more restrained approach to government spending and sector bodies calling for more sustainable funding models.

HR (up from 6% to 8%) and Operational Support (up from 5% to 8%) reinforce this broader trend toward investment in internal organisational capacity. Governance and compliance requirements continue to place additional administrative demands on organisations of all sizes, which may be contributing to this shift.

Fundraising & Business Development also grew from 15% to 18%, indicating that income diversification remains a priority as organisations seek to reduce reliance on any single funding source and diversify from government funding.

On the other side, CEO and Executive Director roles fell from 10% to 6.5%, reflecting stabilisation after a period of increased movement last year.

Talent Trend by Role Function Q1 2026 vs Q4 2025

While the year-on-year comparison shows a significant contraction in recruitment activity, the quarter-on-quarter picture tells a different story. Total roles increased from Q4 2025 to Q1 2026, suggesting that hiring activity increased after a quieter end to 2025. Growth was seen across most functions, with Service Delivery & Operational Management, Fundraising & Business Development, and Finance all showing increases compared to the previous quarter.

The one exception is CEO and Executive Director roles, which appears to have dipped slightly from Q4 2025 to Q1 2026. This is likely normal quarterly variation rather than an indication of any broader trend.

Q1 2026 talent trend

Activity by Income Type

Data regarding income was available for 145 of the 174 organisations in Q1 2026, as those who advertised anonymously or did not disclose their incomes were excluded.

  • 20% (29 organisations) reported annual income of less than €1 million, down from 25% (41) in Q1 2025.
  • 48% (69 organisations) reported annual income of between €1 million and €10 million, up from 45% (74) in Q1 2025.
  • 32% (47 organisations) reported annual income exceeding €10 million, up from 29% (48) in Q1 2025.

While the number of organisations recruiting has fallen across all income brackets, larger and mid-sized organisations continue to account for the majority of recruitment activity while movement in smaller organisations has decreased. This is consistent with previous quarters, as smaller organisations typically operate with more compact management structures and therefore recruit for senior roles less frequently.

Key Observations

The growing share of Finance, HR, and Operational Support roles suggests organisations are investing in internal resilience, strengthening their financial management, compliance, and operational foundations.

The continued dominance of Social Services, Health, and Local Development & Housing in the subsector breakdown reflects where public need and public funding remain most concentrated.

Overall, the data paints a picture of a sector adapting to a more challenging fiscal environment – prioritising sustainability and back-office capability while maintaining its commitment to core service delivery.

Get in Touch

Our Talent Team records senior roles in the nonprofit sector and produces quarterly insights. To explore previous Nonprofit Talent Trends Reports, visit our Talent Insights page. For more information, contact Shannon Barrett, Principal – Talent Services, at Shannon.barrett@2into3.com.

Two people shaking hands across a desk during an interview, with a CV visible in the foreground.

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Nonprofit Talent Trends Q4 2025

In Q4 2025, our latest analysis of recruitment activity in the Irish nonprofit sector evidences a decrease in the number of senior management opportunities being advertised versus Q4 of the previous year. Through assessment of a range of websites and job platforms, 2into3 has identified 183 management roles that were advertised by 151 organisations – 19% decrease compared to 186 organisations in Q4 2024.
Nonprofit Talent Trends Q4 2025

Activity by Subsector

In Q4 2024, alike previous years, the trend of organisations advertising roles anonymously remained present. As 22 of the 151 organisations that advertised were anonymous, the breakdown of roles by subsector below is based on 129 known organisations. 

Roles by Subsector:

We saw less movement in the Local Development and Housing Subsector, with a 44% decrease in recorded advertised roles (from 41 in Q4 2024 to 23 in Q4 2025) and in the Philanthropy and Voluntarism Subsector, with a 58% reduction in recorded advertised roles versus Q4 2024 (down to 5 in Q4 2025 from 12 in Q4 2024). Other subsectors saw a stable or consistent number of advertised roles.

Activity by Role Function

Our data reveals increased demand for those with Fundraising, Business Development, and CEO skillsets. Fundraising and Business Development saw a small increase from 13% of roles advertised in Q4 2024 to19% of roles advertised in Q4 2025, signalling an organisational focus on investment into diversifying income streams and/or movement of fundraisers within the sector.

The proportion of Service Delivery and Operational Management roles recorded dropped from 51% in Q4 2024 to 38% of recorded roles in Q4 2025, while the proportion of recorded CEO/Executive Director positions doubled, from 6% in Q4 2024 to 12% in Q4 2025, which aligns with the volume of CEO leadership transitions we have witnessed in recent months which has resulted in a more competitive market for boards engaging in CEO recruitment.

Activity by Income Type

Excluding those where such information was not available, either because the role was posted anonymously or the organisation does not disclose its income, noteworthy findings were made regarding the income of 113 known organisations in Q4 2025. Of those, 40 (35%) organisations have an annual income of over €10 million, while 19 (17%) organisations have an annual income of less than €1 million.

Key Observations

Our Q4 2025 data points to a sector in transition, with organisations appearing to prioritise essential strategic leadership and income generation roles over operational expansion.

The doubling of CEO recruitment activity suggests a significant generational shift at the executive level, while the marked increase in fundraising roles indicates that boards are investing in long-term financial sustainability amid an evolving funding landscape.
Posting these findings at the beginning of 2026, we can anecdotally share that we have witnessed renewed momentum and growth within the sector, so while overall volume of recruitment slowed in Q4 2025 versus Q4 2024, this likely reflects a more considered approach to talent investment rather than sector-wide retrenchment.

Get in Touch

Our Talent Management Team monitors senior hiring across the nonprofit sector and publishes quarterly insights. To explore previous Nonprofit Talent Trends Reports, visit our Talent Insights page. For more information, contact Shannon Barrett, Principal – Talent Services, at Shannon.barrett@2into3.com.

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Nonprofit Talent Trends Q2: Senior Recruitment Trends & Sector Insights 2025

Our latest quarterly analysis of senior-level recruitment in the Irish nonprofit sector presents a more tempered picture of activity when compared to recent upward trends. Following consistent growth across 2024 and into early 2025, our tracking of advertised non-profit roles across various job platforms reveals a year-on-year decline in management-level opportunities, decreasing from 284 roles in Q2 2024 to 250 in Q2 2025. 

The number of organisations advertising has also softened slightly, with 186 organisations recruiting in Q2 2025, compared to 197 in the same period last yeara 6% decrease. This indicates a cooling period in senior recruitment activity, potentially reflecting funding pressures or restructuring following earlier expansion phases. 

Activity by Subsector

As in previous quarters, a number of organisations advertised their roles anonymously. Of the 186 organisations tracked, 25 were not identifiable, resulting in the below breakdown of 161 known organisations by subsector.  

Roles by Subsector:

Social Services remains the most prominent subsector, representing 25% of known advertising organisations in Q2. Although this is a decrease from 33% in Q1, it continues to reflect strong demand for leadership in service delivery, while also suggesting a gradual diversification of hiring activity across other subsectors. 

Health (19%) and Local Development & Housing (14%) continue to be significant recruitment areas. While the latter experienced a decline in roles in earlier quarters, its steady organisational presence points to sustained structural demand, particularly in response to national housing and community needs. 

Building on our classification improvements in Q1, the growth of Recreation & Sport in this quarter’s data, now accounting for 9% of organisations, confirms the sector’s momentum and demand for sports leadership talent.  

Conversely, the International subsector continues to decline, with just 11 roles recorded, a 42% drop from Q2 2024. This aligns with ongoing reductions in international development funding, including cuts from USAID, with longer-term impact reflected in reduced hiring, programme consolidation, and organisational restructuring. 

Activity by Role Function

Service Delivery & Operational Management remains the most in-demand function, accounting for 41% of all roles advertised in Q2 2025. While this represents a modest decline from 47% in Q2 2024, it reinforces the continued prioritisation of programme delivery and frontline service leadership across the sector. 

A particularly noteworthy shift is the increase in Fundraising & Business Development roles, rising from 10% to 18% of advertised roles, year-on-year. This trend indicates that organisations are placing a renewed focus on income generation, likely in response to funding uncertainty and the need to diversify revenue streams. This rise may also reflect higher turnover within fundraising functions, with fundraisers are navigating an increasingly challenging fundraising landscape in a space where median tenures already tend to be shorter. 

The proportion of CEO roles has doubled, moving from 6% in Q2 2024 to 12% this year, suggesting greater movement at the executive level than in previous quarters. This also reflects a need for succession planning and strategic renewal within organisations who rely heavily on long-standing CEOs. This contrasts with trends seen in late 2024, where CEO recruitment was subdued. 

Activity by Income Type

Data regarding income was available for 139 of the 186 organisations, as those who advertised anonymously or did not disclose their income (47 organisations) were excluded.  

Of the remaining 139: 

  • 33% (46 organisations) reported annual income exceeding €10 million 
  • 22% (31 organisations) reported income of less than €1 million 

This distribution aligns with patterns observed in previous quarters, highlighting a broad mix of organisation sizes engaging in senior recruitment. While the majority fall within the €1 million to €10 million income range, the data shows that larger organisations continue to dominate leadership hiring, suggesting they may have greater capacity to invest in senior talent acquisition. 

Key Observations

Q2 2025 reflects a slight slowdown in nonprofit recruitment activity, with fewer roles and organisations participating compared to the same period last year. However, shifts in functional demand, particularly in leadership and fundraising, point to evolving sector priorities. Growth in areas such as health and sport, alongside reduced activity in international and finance roles, highlights a rebalancing of focus across subsectors. 

Overall, while activity has softened, demand for senior talent remains strong and multifaceted, with organisations responding to a changing funding environment, evolving societal needs, and strategic growth ambitions. 

Get in Touch

Our Talent Management Team monitors senior hiring across the nonprofit sector and publishes quarterly insights. To explore previous Nonprofit Talent Trends Reports, visit our Talent Insights page. For more information, contact Shannon Barrett, Head of Talent Services, at Shannon.barrett@2into3.com.

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Fundraising Surge: What It Means for Non-profits

A Talent Pipeline Under Strain 

According to a recently published LinkedIn report, fundraising professionals are currently the most in-demand talent in Ireland. In a sector where securing sustainable funding remains a consistent challenge, the competition for skilled fundraisers continues to intensify.

Fundraised income is essential for delivering vital services and advancing meaningful causes. Yet, attracting and retaining top fundraising talent is one of the biggest obstacles to achieving long-term strategic fundraising goals. Our LinkedIn Talent Insights data reveals that the median tenure for senior fundraising professionals is just 1.3 years, with more junior roles averaging slightly longer at 1.7 years.

Solving this talent retention issue is key. It enables organisations to unlock sustainable income streams, reduce crisis-driven decisions, and build long-term resilience into their mission delivery.


Building a Culture of Fundraising

Despite the sector being valued at €1.8 billion in 2022 and becoming increasingly professionalised, many organisations still hesitate to view fundraising investment as a strategic priority. At the Board and senior leadership levels, there is often a lack of understanding about fundraising ROI, risk tolerance, and fear of scrutiny.

Hiring a senior fundraising leader is not just a recruitment decision—it’s a strategic one. The right candidate understands the business of fundraising, donor engagement, and can embed this thinking across the team and wider organisation. The right hire can move your organisation from breaking even to one on a path of high growth and impact.


Three Conflicts Hindering Fundraising Success

At the recent launch of Great Fundraising Organisations, Alan Clayton identified three key conflicts that often impede successful fundraising and contribute to leadership turnover:

  • Cultural Conflict: Fundraisers are driven by ambition, urgency, and emotion, while service delivery teams tend to prioritise structure, consensus, and evidence. Bridging this divide requires mutual respect and organisational alignment.

  • Investment Conflict: Boards often prioritise immediate crises, overlooking the importance of future-focused fundraising strategies. Strategic investments may not yield immediate returns, but they are critical for long-term growth and sustainability.

  • Communications Conflict: Messaging must be tailored. Use emotion and storytelling to engage donors, and highlight impact and outcomes when promoting services. Consistent, purposeful communication builds donor trust and enhances engagement.


Skills-Based Hiring in a Competitive Fundraising Market

We take a consultative and strategic approach to fundraising recruitment—assessing organisational culture, goals, and needs to identify the talent best positioned to drive results.

In a competitive market, skills-based hiring is crucial. Moving beyond traditional career paths opens up opportunities to attract professionals from the private sector who are motivated to transition into purpose-driven roles.

Key transferable fundraising skills to look for include:

  • Strategic thinking

  • Negotiation and problem-solving

  • Relationship-building and community engagement

  • Commercial acumen and business development

By widening the talent pool and committing to proper onboarding and training, organisations can tap into new sources of talent.


The Ideal Fundraising Candidate Profile

To achieve sustainable growth, nonprofits must invest in top-tier fundraising talent and foster a culture of relationship-driven philanthropy. This unlocks long-term financial sustainability and enables deeper community impact.

The ideal senior candidate will combine strategic vision with authenticity and interpersonal skills—capable of navigating conflict and driving organisational growth. But even the best fundraising professionals cannot succeed in isolation.

Organisations must align around a shared growth mindset. Without Board-level commitment to fundraising as a strategic priority, talent will churn, progress will stall, and impact will suffer. The cost of inaction isn’t just missed opportunity—it’s missed impact.

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