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Recruitment & Hiring

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Succession Planning & Knowledge Retention
Good Question Does CASE have any resources to help with succession planning and knowledge retention in the workplace?

Entice Former Employees to Return
Advancement Weekly Article,  Article “Boomerang employees” can be a valuable source of proven talent for organizations, writes a talent management expert.

The Case for Hiring an Overqualified Candidate
Advancement Weekly Article Contrary to popular belief, overqualified employees can be highly valuable to their teams, according to recent research.

How to Build an Amazing Marketing Team
Advancement Weekly Article When expanding a small marketing team, making a smart hire can be a game-changing decision for managers, according to one marketing expert.

Are You a Job Candidate's Nightmare?
Advancement Weekly Article Does your organization offer a first-class hiring experience? Or are you treating your best candidates like a stack of resumes?

Recover From that Failed Email
Advancement Weekly Article Learn how to bounce back after sending an embarrassing email with advice from several communicators.

CASE Advancement Investment Measurement Study (AIMs) and Benchmarking Tool
CURRENTS Article CASE is undertaking a study of investments in advancement using the CASE Benchmarking Toolkit. The toolkit will help member institutions participating in the study assess the effectiveness of their fundraising operations and demonstrate the value of investing in advancement.

Succession Planning Guides
Sample Collection Does CASE have samples of succession planning guides from educational institutions?

Are You Managing?
CURRENTS Article Promoting superstar talent to management positions sounds logical. Yet a master fundraiser, visionary communicator, or alumni relations genius won’t necessarily possess the skills to lead and inspire a team. A bad manager can fuel turnover, cause low staff morale, decreased engagement—and prevent qualified people from joining your organization. If you’ve ever seen the movie The Devil Wears Prada and thought, “Nah, the devil wears pride gear,” you’ll want to learn how managers—and the people who hire them—can improve.

Outlook: Observations from the Other Side
CURRENTS Article The job market is tough, but not for the reasons you may think. For several months in 2016, I looked for a senior-level job in development. During my 20-plus years working in nonprofit and higher education fundraising, I've developed several skills, including the ability to scout and hire great talent. Being on the other side of the table was an eye-opener. After perusing hundreds of openings, I thoughtfully submitted more than 30 job applications to Ivy League schools, huge state university foundations, and everything in between. Throughout the process of working with recruiters and HR personnel, I found variable levels of professionalism, including wince-worthy displays of incompetence in how nonprofits (especially ones in higher ed) hire. Here are some highlights and recommendations for improving your own process.

Talking Shop: We’re All Ducks
CURRENTS Article Vu Le is the brains and comedic voice behind the Nonprofit with Balls blog. As an executive director of a nonprofit, Le often writes from the perspective of a grantee, producing no-nonsense articles such as “9 annoying nonprofit trends that need to die.” His Seattle-based organization, Rainier Valley Corps, trains people of color for nonprofit leadership positions, so he has lots to say about improving diversity.

5 Ways to Nurture New Talent
CURRENTS Article Despite a growing need for fundraisers, recruiters are struggling to find talent. Degree programs in advancement remain rare (although notable ones include the U.K.'s University of Chichester's charity development degree and the Lilly Family School of Philanthropy at Indiana University), and the field is frequently misunderstood. "Advancement, especially development, is often viewed as a sales profession," says Zachary Smith, a senior partner and deputy managing director at the recruiting firm Witt/Kieffer. "Most people only see advancement professionals schmoozing donors at coffees, lunches, dinners, and events. They don't see the work that takes place in between." So how can institutions attract talented graduates to the field—and how can they keep them there? Read on for ways to grow and retain your team's newest advancement professionals.

Important Questions for New Board Hires
Advancement Weekly Article When new board members join a nonprofit, it is paramount that both parties get off on the right foot. This can be achieved by setting up a meeting with new board members and establishing responsibilities, says one nonprofit communications expert.

Talent Management
Good Question Do you have resources on talent management in advancement?

Outlook: Producing High Performers
CURRENTS Article Using donors to train gift officers is just one way development shops should be rethinking talent management, including recruitment. Too often vice presidents are attracted to fundraisers who have secured a mega-gift, even if the gift was years in the making and cultivated by predecessors. VPs think top performers are a canned product that can be easily found and recruited at high salaries.They'd be better off building their own superstars by hiring passionate, driven fundraisers who understand the process and pace of fundraising.

The Apprentices
CURRENTS Article With the Student Philanthropy Officer pilot program in York University's annual giving office, students can graduate from phonathon calls to face-to-face asks of alumni.

Office Space: Cracking the High-Performer Code
CURRENTS Article The Fay School launched an effort to identify the competencies and values embodied by its highest performers—the people who exemplify and extend its brand of preparation, community, and communication in unique ways. The school sought to translate these skills and attitudes into the criteria it seeks in a job candidate to improve its hiring process and reframe its system for onboarding, evaluating, and rewarding employees.

Encourage Staff to Refer Job Candidates
Advancement Weekly Article,  Article An employee referral program is a great way to find skilled job-seekers to fill open advancement positions, says a talent management professional.

Consider Goals Prior to Recruiting Staff
Article,  BriefCASE Article Hiring managers in advancement offices need to think about what organizational objectives they are trying to achieve before they begin sourcing candidates for open positions, says a talent management professional.

Make Most of New Employees' Enthusiasm
Advancement Weekly Article,  Article Managers should engage new employees while their excitement is at its peak to help them succeed, writes a talent management coach.

Avoid Habits that Repulse Top Talent
Advancement Weekly Article,  Article A boss’s bad behavior can drive away an organization’s best employees, says a workplace columnist.

Hire Learning
CURRENTS Article Every profession has personnel issues, and advancement is no different. The turnover rate for fundraisers is high. The field is 70 percent female, but women earn 20 percent less money than men, according to the Association for Fundraising Professionals. This article discusses how one advancement vice president has addressed pay inequity and created an environment that retains staff.

Talking Points: Presidents Under Pressure
CURRENTS Article In the past decade, scores of institutional executives have retired, resigned, or been removed from their posts. In the research for the book Presidencies Derailed: Why University Leaders Fail and How to Prevent It, authors Stephen J. Trachtenberg and Gerald B. Kauvar studied several failed administrations and discovered causes and cures for this higher education leadership crisis. Here we present two solutions for the parties most intimately involved in the process: governing boards and the presidents they hire.

Don't Promote for Seniority's Sake
Advancement Weekly Article,  Article Managers shouldn’t promote an employee based solely on his or her seniority, says an authority on organizational leadership.

Don't Hire the Wrong Person
Advancement Weekly Article,  Article Managers should recognize when a prospective hire is not a good fit for the organization, says a management expert.

Ready to Roll
CURRENTS Article Institutional communications teams lost staff during the Great Recession, and now some of those units are beginning to hire again. What are the essential skills that these people should bring to your team? Read this article to find out.

Recruiting Nontraditional Candidates to Advancement Positions
Podcast Hear Sergio Gonzalez from the University of Miami discuss why advancement offices should consider hiring professionals from other fields. Also, learn how to recruit these individuals and determine the best position for them.

Think Before Rehiring a Former Employee
Advancement Weekly Article,  Article Managers should carefully consider the pros and cons of rehiring an employee who wants to return to the organization, says a talent management expert.

Creating a Culture for Nontraditional Hires
Article,  BriefCASE Article Leaders should get buy-in from their team when hiring nontraditional candidates to advancement positions, says a talent management expert.

Golden Opportunity
CURRENTS Article Millennials are decidedly social-, global-, and civic-minded, making them great candidates for development work.

When to Give Managers Hiring Authority
Advancement Weekly Article,  Article Senior leaders should test junior managers to ensure they’re ready to make hiring decisions, says a human resources professional.

Find Right Balance of Talent in an Advancement Office
Advancement Weekly Article,  Article Advancement leaders can bring out the best in their staff by understanding the range of skills needed to create a balanced, flexible organization, says a CASE author.

Dedicated Training Contributes to Success of Non-traditional Fundraisers
Article,  BriefCASE Article A multi-round interview process and a detailed training plan can make the difference between success and failure when hiring development officers who have no previous fundraising experience, said a speaker at the recent Canadian Council for the Advancement of Education conference.

Where the Jobs Are
Community College News Article,  CURRENTS Article Community colleges report higher increases in full-time alumni relations staff than other types of institutions.

The Importance of Workplace Culture
Advancement Weekly Article,  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
Advancement Weekly 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.

Fundraising Fundamentals, Section 8.2
Article This section from Fundraising Fundamentals discusses staff recruitment.

Fundraising Fundamentals, Section 8.3
Article This section from Fundraising Fundamentals discusses characteristics of a successful fundraiser.

Fundraising Fundamentals, Section 3.3
Article This section from Fundraising Fundamentals discusses recruiting a development director.

Prevent Workplace Bullying When Recruiting
Advancement Weekly 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
Advancement Weekly 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
Advancement Weekly 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.

Why You Should Hire People Who Fail
Advancement Weekly 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
Advancement Weekly 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,  BriefCASE 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.

Manager's Portfolio: Panning for Gold
CURRENTS Article Finding the best advancement talent is a little like searching for the gold nuggets among many pebbles. This article by recruitment consultants recommends treating your top candidates like donors—solicit them, cultivate them, even wine and dine them. And don't forget to sell your institution as well as the job.

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.

Closing Remarks: A Stretch Goal
CURRENTS Article The level of diversity within advancement has changed little within the past decades. Because a diverse staff can bring new perspectives and increase outreach and effectiveness, those who hire and supervise staff should make a personal commitment to change. They will need to reach out to a wider array of candidates, and invest extra effort in training and career development.

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.

Campaign Strategies: Find the Right Fit
CURRENTS Article Faced with a staff shortage as they approached a campaign launch, managers at Gettysburg College tried an unconventional hiring approach: Instead of seeking experienced fund raisers, they advertised locally for people in related fields who strongly believed in the value of a liberal arts education and who were seeking a career change or more meaningful work. The new fund raisers proved adept and enthusiastic despite their lack of fund-raising experience.

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.

How Crucial Are Family Ties?
CURRENTS Article Three chief alumni relations officers -- from Colorado College, Ohio State University, and University of California, Los Angeles -- discuss whether it is vital to hire alumni to work in the alumni office.

Small Office: Creative Hiring
CURRENTS Article Finding all-around staffers outside the advancement box

Expand Your Hiring Horizons
CURRENTS Article Having trouble filling development vacancies? Changing how you search may be the answer

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