As a passionate advocate for talent management and someone deeply engaged in the higher education environment, I believe in the transformative power of transferable skills. Traditionally, when assessing potential employees, higher education institutions have primarily emphasized fundraising-specific experience. While this remains important, the dynamic nature of today’s philanthropic landscape and growing talent scarcity both call for a broader approach. Unconventional recruiting efforts that prioritize transferable skills have emerged as a viable response to this changing landscape.
But what exactly are transferable skills? Transferable skills, often referred to as soft skills or portable skills, are versatile abilities that can be applied across various industries. They include critical thinking, problem-solving, communication, adaptability, leadership, tenacity, teamwork, and emotional intelligence, among others. These skills are in demand by employers, as they enable individuals to navigate diverse work environments and contribute effectively to their teams.
One compelling argument for seriously considering candidates with transferable skills is it helps teams and managers expand the talent management pipeline. When we embrace unconventional recruiting efforts, we open the door to a treasure trove of talent that might otherwise go unnoticed. Imagine the fresh perspectives, innovative ideas, and diverse experiences that these individuals can bring to institutions. By broadening our horizons and looking beyond conventional criteria, we create an environment that fosters creativity, collaboration, and growth. At the Louisiana State University Foundation, U.S., some of our most successful hires were previously a teacher, a salesperson, and even a pastor!
While the number of institutions that are adopting this approach is indeed growing, there are managers who balk at the idea. Job applicants may have a limited understanding of higher education’s unique environment, and there’s often a steep learning curve for newcomers. So it makes sense that hiring managers want applicants who fit the typical fundraiser profile: someone with several years of fundraising experience with a university or foundation who has consistently secured a significant number of gifts each year—and, for good measure, happens to be a graduate of the university.
Managers should identify two qualities during the recruitment process to increase their likelihood of finding a successful nontraditional candidate, especially if the candidate is early in their career. Read on to learn how looking for these two qualities in candidates—and onboarding them strategically—has helped the LSU Foundation successfully recruit outside the box.
