FULL TRANSCRIPT OF THE PODCAST

Let's start with the challenges. First, I’ll say I have probably reviewed more than a few fundraising-related job descriptions over the years. And I have noticed the outline usually goes one of two ways: it either is a brief overview of needs (make goals, go to events, ask for money), OR it’s a 10+ page detailed, bulleted catch-all missive that, summarized, communicates THIS to potential job seekers: Be everywhere. Do everything. Don’t screw up. Either way, recruiting can cutthroat when the wrong approach is used.

But let’s get specific about the challenges:

Fierce competition

One of the primary difficulties faced by arts and cultural organizations is the fierce competition for talent. Fundraising professionals with experience and a track record of success are highly sought after, not just within the arts sector but across various industries. This competition makes it challenging for organizations to attract and retain top talent.

Unique nature of arts fundraising

Another challenge is the unique nature of fundraising in the arts. Unlike some other sectors, arts and cultural organizations often rely heavily on philanthropic support, grants, and donations. This means that fundraising staff need a deep understanding of the organization's mission, values, and artistic vision to effectively communicate with donors and secure funding. Unlike a university or national-level organization, an arts organization deals with a very small pool of patrons – perhaps 1% of their community’s population. Therefore, having true relationship-development skills is a must for development staff.

Resource constraints

Additionally, arts and cultural organizations universally operate on a tight budget, which can limit the ability to offer competitive salaries and benefits packages compared to non-profit organizations in other sectors. This financial constraint can make it difficult to attract the best, most-skilled fundraising professionals.

Overcoming these challenges requires thoughtful effort, but too often we see ineffective recruitment techniques used by arts and cultural organizations when hiring fundraising staff, including the following:

Recruitment solely through general job board postings

The first ineffective technique is relying solely on job postings on generic job boards. While posting openings on these platforms can reach a wide audience, it often results in receiving a high volume of applications from candidates who may not have relevant experience or a genuine interest in the arts sector. This is similar to the “spray and pray” approach to fundraising.

And drop the quaint job intros. “Join our Team! We are hiring! We need help!”  You sure do….quick piece of advice, in your headlines, focus on the prospective candidate and not “you.” “Talented arts fundraisers apply!” Is much better than “we need help.”

Ignoring internal candidates

The second ineffective technique is overlooking internal talent and potential candidates within the organization or within local peer organizations. Sometimes, organizations fail to recognize and develop existing staff members who have the potential to transition into fundraising roles or contribute significantly to the fundraising efforts. Same can be said for local talent. Don’t wait until you need to fill a staff position to get to know possible candidates. After all, if you are in fundraising or H.R., you’re in the relationship business!

Focus on skills over fit

A third ineffective technique is conducting generic interviews that focus primarily on technical skills and experience, neglecting to assess candidates' passion for the organization's mission and their ability to build meaningful relationships with donors. The job description isn’t a final “checklist” from which to decide. As a consultant, I favor working with a client who may not have all the skills, but certainly has the heart to be successful – and I’ll take an enthusiastic person who is willing to learn almost any day over someone who has the skills but lacks the passion for my organization. WHO they are is just as important as WHAT they know.

 Inadequate training and support

The fourth ineffective technique is not providing adequate training and support for new fundraising staff. Why would anyone think a fundraising hire is ‘plug and play’? Without proper onboarding and ongoing professional development opportunities, new hires may struggle to navigate the complexities of fundraising in the arts sector. Develop an onboarding plan – then implement it, and make adjustments over the first 90 days after you fill the position. You might even consider hiring a coach, like RSC.

One-time event approach

Lastly, the fifth ineffective technique is approaching recruitment as a one-time event rather than an ongoing process. Building a strong talent pipeline requires continuous networking, relationship-building, and proactive outreach to potential candidates, which some organizations fail to prioritize. In fact, with our larger-budget clients, I encourage them to never stop hiring front-line staff. Turnover is traditionally high, and so why not always be in ‘recruitment mode’?

Now, let's shift gears and discuss the top five best management hiring practices that are most effective for hiring fundraising staff in the arts and cultural sector.

Define the role and responsibilities

The first best practice is clearly defining the role and responsibilities of fundraising staff, including specific fundraising goals, expectations, and opportunities for professional growth within the organization. Providing a clear roadmap empowers candidates to understand their potential impact and contribution. But don’t write a job description that looks like a contract…in other words, don’t overdo it to be a ‘kitchen sink.’

Leverage networks and partnerships

Another best practice is leveraging networks and partnerships within the arts and philanthropic communities to identify and attract top talent. Collaborating with industry leaders, attending networking events, and engaging with relevant associations can help organizations connect with qualified candidates who are passionate about supporting the arts. Get to know talent – and the people who know the talent – before you NEED the talent.

Use a comprehensive recruitment process

A third best practice is implementing a comprehensive recruitment process that includes targeted outreach, personalized communications, and strategic interviews that assess both technical skills and cultural fit. Incorporating behavioral and situational questions can provide valuable insights into candidates' alignment with the organization's values and mission. Fundraising is a tough profession, and it takes determined professionals who are relentless about relationship-development and exceeding goals. Remember, you can teach skills, but teaching temperament and fit is a lot tougher.

Invest in new staff

The fourth best practice is investing in professional development and mentorship programs for fundraising staff. Providing ongoing training, mentorship opportunities, and access to resources can enhance employee engagement, retention, and performance. Successful people are most often curious people, so provide ways to satisfy someone’s desire to learn and apply. Otherwise, the work boils down to a just a job, a boring grind with “hitting bigger numbers” as the only remaining challenge. 

Foster culture of collaboration and appreciation

Lastly, the fifth best practice is fostering a culture of collaboration and appreciation within the organization. Celebrating fundraising successes, acknowledging team contributions, and promoting a supportive work environment can boost morale and motivation among fundraising staff, leading to greater fundraising outcomes.

Conclusion

If you remember just one part of this post it’s this:

 Think creatively and be creative in how you attract candidates for your open fundraising positions. Fit is as important as skill!