The Importance of Workplace Culture
Article A single “bad hire” can have a significant impact on the morale, productivity and ultimate success of an organization, say researchers.

Academic Aspirations
CURRENTS Article Why does a chief advancement officer need an advanced degree? Having a firm foundation in the academy enables the CAO to better understand and articulate the needs of the institution and earns credibility with the faculty, writes Linda Durant of Widener University.

Attract and Retain Better Workers
Article Managers at institutions that struggle with employee retention should consider making changes to their hiring practice, says a talent management expert.

Path to the Profession
CURRENTS Article Where does a development shop find good fundraisers? How do you hold on to them? Those questions and more are answered through an exploration of the latest talent management strategies.

A Conversation about Executive Recruitment with Dennis Barden
Podcast In this March 2012 interview with CASE, Dennis Barden of the firm Witt/Kieffer defines executive recruitment as the process when a consultant is hired to proactively recruit for a position, possibly from among individuals who are not looking to change jobs. He describes trends such as increased use of executive search firms across higher ed positions and tools like psychometric assessments and off-list referencing. He shares mistakes institutions make when searching for quality candidates and candidates' mistakes while interviewing for their next position. Finally, he discusses these considerations for hiring from non-advancement backgrounds: assessing candidates' transferable skills, internal capacity and resources to teach someone new to the profession and ability to proactively help a person move from one career path to become high performing in an advancement position.

Prevent Workplace Bullying When Recruiting
Article A leadership guru says that managers can curb potential office bullying by asking job candidates the right questions.

Hire the Best Candidate, Not the One You Can Afford
Article When fulfilling a personnel need, managers should hire the best candidates they can find—and not just a bunch of average ones, says one leadership guru.

Why Hiring Workaholics Doesn't Pay
Article Managers shouldn’t want workaholics for employees, says a leadership expert who warns that the disadvantages of having work-obsessed employees far outweigh the benefits.

Recruiting Nontraditional Professionals into Advancement
Product A successful advancement professional at the University of Miami, who came to the field from government, talks about his personal experiences in making this career transition and what he did to prepare himself for working in a higher education environment. The webinar also looks at why the University of Miami hires nontraditional candidates and the dynamics and challenges inherent in taking this path. This multimedia file is a recording of a webinar originally presented May 9, 2012. The webinar is part 2 of a three-part Advancement Staffing Webinars series.

Why You Should Hire People Who Fail
Article Success by failure is not an oxymoron, argues one leadership expert, who writes that managers should live this philosophy by hiring people who cherish failures.

The Benefits of Collaborative Hiring
Article Many managers assume hiring is a top-down process. However, one leadership expert believes managers should embrace collaborative hiring—in which employees are included in the process of selecting their future colleagues—to improve engagement levels, reduce staff turnover and boost an organization’s success.

Advancement's Sticky Issues
CURRENTS Article Both the persistent inequality of pay between women and men and the almost total lack of people of color in the advancement profession represent moments of obligation that demand everyone's attention, particularly those in a hiring position. What steps can we take to effect change?

Forget Stereotypes when Recruiting Fundraisers
Article Recruiters say the rise in private fundraising in the United Kingdom is driving demand for fundraisers to levels that require new recruiting approaches.

Finding a Good Fundraiser
CURRENTS Article Recruiting fundraising talent has become difficult as demand outpaces supply. Hiring people who will stay put for a period will help institutions foster more stable and effective development offices. And while there is no “how to” manual for hiring, knowing why fundraisers burn out, leave after only few years, or just don’t fit tells institutions a lot about how they can approach their next job search.

Talent Sprouts
CURRENTS Article Development offices across the world are in need of more suitable candidates. Students are a convenient resource just waiting to be tapped.

A Growing Field
CURRENTS Article As demand increases for experienced advancement professionals, recruiters in the UK have looked to North America to fill the gap. Some have made a successful transition overseas; others have not.

Branching Out
CURRENTS Article With a shortage in higher education fundraisers looming, institutions need to take action to recruit the right people. But how? Developing a talent management system is the solution.

AdvanceWork: You're Hired! Now What?
CURRENTS Article Making new hires feel welcome isn’t difficult; it just requires advance planning. Managers can do a few things before a new employee's first day in the office to make his or her start easier.

Manager's Portfolio: Second to None
CURRENTS Article With so many pressures and demands on their time, chief development officers need No. 2 development officers who can shoulder important responsibilities, provide complementary skills, and work in partnership to achieve campus goals. Campus CDOs and search committees often have unrealistic expectations when looking to fill this vital position, however. To find the right person, CDOs should develop clear goals and tasks for the job, design a deliberate transition plan to help the new hire build respect and relationships quickly, analyze their own skills and strengths so they can identify complementary attributes in prospective candidates, and work with the new person to develop mutual understanding of each other’s talents and responsibilities.

Manager's Portfolio: A Rare Find
CURRENTS Article Because of a greater demand for staff, managers often must hire mid-level advancement officers from outside academe and decide which skills and experiences best translate to advancement. For example, although many people assume that salespeople make good fund raisers, managers instead say they find the listening skills of clergy, teachers, and therapists more useful.

Manager's Portfolio: Willing Workers
CURRENTS Article With economists predicting a shortage of qualified workers in the next decade, advancement managers should not overlook the pool of workers with disabilities. The author corrects common myths about employing workers with disabilities and offers tips on recruiting such workers, making the office environment more accessible, and avoiding common faux pas.

Manager's Portfolio: Knockout Punch
CURRENTS Article Don't give your institution a black eye by making a bad impression on job candidates. In advancement, you have a primary mission of enriching relationships with constituents. Here's how you can use that knowledge to prevent poor job-candidate relations and serve your mission.

Tech Support: A Bountiful Harvest of Techies
CURRENTS Article Now is definitely the time for development offices to put extra emphasis on technology, and campuses are the perfect landing pad for tech professionals burned out from the long hours and instability of dot-coms. Many administrators say they are boosting the number of technology workers on staff—particularly in advancement officers—to upgrade computer systems and strengthen electronic communications with alumni and potential donors. Learn how to lure the best tech professionals to your campus.

Manager's Portfolio: Ready, Aim, Hire
CURRENTS Article This Manager’s Portfolio column, authored by a Baby Boomer and a Gen Xer, advises advancement professions to use targeted approaches to recruit the best and the brightest employees. The authors say that by offering an incentive for each generation, campuses can draw broader and better prospect pools. For example, Traditionalists and Baby Boomers find messages about the institution’s size and history very attractive. But Generation Xers and Millenials are more interested in hearing about innovation and flexibility and the institution.

Closing Remarks: But Can They Write a Press Release?
CURRENTS Article The author describes some of the more unusual resumes and cover letters she has received from students seeking internships at her public relations firm.