Effective senior recruitment by charities
Everybody knows that the charity sector is under intense pressure at the moment. There is a huge spotlight on charities and how they are managed, led and governed. As a result, leadership in the sector has never been more important. The real challenge, however, is finding the best people for senior executive jobs, who will help charities diversify, drive innovation and ultimately ensure they thrive. This piece seeks to provide some key advice to charities when handling senior executive appointments in the charity sector.
You get what you pay for
The skills required for top jobs in the charity sector are not always readily available within the sector itself. Currently leaders, with business acumen and commercial skills are in high demand. As such, many charities will look to the private sector for candidates to fill the gaps, but in doing so need to be prepared to pay salaries that are competitive with what candidates can expect to earn in the private sector. While the right motivation is crucial – and money isn’t everything – too often charities tend make too many assumptions about the altruistic motives of prospective candidates.
Respecting the way candidates judge their own capability through their reward potential is important. While charities are looking for someone who is empathetic to the cause, the reality is that financial considerations are often a significant and relevant aspect of a candidate’s decision to take on a certain role. As such, if you find a candidate who is ideally suited to the job, make sure that the financial package you provide them is fair and respectful. Be clear on any scope to increase salary, and be consistent.
An open mind yields positive results
It’s common for trustee boards to hire in their own image, and to gravitate towards the low risk option. Boards can self-perpetuate their own culture through the candidates they hire. They tend to want potential employees to be in their own mould and look for people who work like them, think like them and will act like them when put in similar situations.
But complementary skills are key. Charities need to recruit leaders who can adapt to the changing world they operate in and doing that may take a completely different skillset, outlook and approach. Following the high profile collapse of Kids Company, there can be a reluctance to take risks for fear of failure and the inevitable adverse publicity that follow. Yet it is hard to create much needed change through a recruitment process that is devoid of risk and eliminates necessary diversity.
Many charities simply don’t recognise the potential of the candidate in front of them, because they can’t relate to the skills and experience they bring. Assessment and selection processes that look beyond experience and start unearthing key attributes and behaviours will greatly increase the success rate of leadership appointments.
Here, cultural fit is as essential as honesty about where your organisation is on the change curve. Hire someone too similar to what has been before and risk standing still; hire someone too far forward in their thinking and they may not take their people with them. Getting the right balance is key.
Culture shift happens incrementally
While many charities fail to keep an open mind on appointments, the converse can be equally true. Selecting candidates whose attitude and outlook presents too much of a cultural shift may quickly be rejected by the prevailing culture and not bring with it the personal credibility and leverage needed to drive change.
Some candidates may offer high energy levels, creativity and a different perspective. These are great attributes, but can represent a culture shock. In these cases, a charity may want to appoint someone who can challenge the status quo, but ultimately the candidate becomes frustrated as their vision quickly outruns those of their direct reports and they encounter road blocks that prevent them from making the changes they want.
Many charities, however, overestimate their culture, and their ability to tolerate the change they want to see. In many cases, the old cliché “evolution not revolution” applies. Most cultural change happens over time following an initial change to structures and business models, but it’s easy to think that a culture is more dynamic, adaptable or open to change than it really is. Some charities simply aren’t open to change at all.
In these instances, one person is expected to implement all this change, when the infrastructure doesn’t exist to do so. Charities need to establish clear guidelines in terms of the pace of change and think hard about culture, desired attributes and personality fit. Judging the journey you are on as an organisation is central to assessing leadership style and fit.
An external perspective is valuable
The old adage that sometimes you can’t see the wood for the trees can certainly apply to senior appointments. It’s easy to get so caught up in the small details or internal issues that you forget the bigger picture. Charities should seek objective, external input when possible during recruitment – this can be done at long and shortlist stage and then on the final appointment panel. Peer networks are valuable in testing one’s thinking, and challenging assumptions. Using this method is also a great way of sharing perspectives and insights, and learning from other organisations.
Building a long list is important
Charities tend to rule out candidates on the basis of early assumptions. But assumptions are there to be tested. Panels may think a candidate will be too costly or simply won’t be from the right sector. A broad search at the outset provides a longer and more diverse list which gives you a broader cross-section of individuals who you can assess against the priorities for the role. Choice is key. Explore all your options and ensure you have the evidence you need to select out rather than select in.
While charities need to be prudent in how they spend valuable resource, a little extra investment in a rigorous leadership recruitment process can be worthwhile to ensure the right person for the job is found first time. Charities need to be open to involving recruiters early, to test the market and see what skills and capabilities they can have in a specific area for the available salary.
By getting these candidates to apply, and revisiting priorities for the role at the longlisting stage, you can then assess candidates with the evidence in front of you. You can choose which candidate profile you prefer, based on what is on the market. Take control by staying open minded on the options.
Unlocking a charity's potential
Social, economic and political change is making charities seriously rethink how they operate and engage with stakeholders and the public. Strong and resilient leadership in charities has never been more important, and the thinking has to start now to make sure the right people are in place. Getting the best results for your charity means working hard to find people who will embrace disruption and unlock an organisation’s potential to succeed.
