Small Shifts Can Make a Big Impact: 5 Strategies for Increasing Fundraiser Retention
Posted by [email protected] on Oct. 13, 2023 / Professional Development / Subscribe 0
By: Dr. Alex Hoffmaster, CFRE, Director of Major and Principal Giving at United Way of Greater Philadelphia and Southern New Jersey
Fundraisers are relationship builders, ambassadors, and stewards of their organization’s mission; they play a critical role in building connection, trust, and loyalty with donors who provide the necessary resources to fuel nonprofit organizations. But, it is no secret that turnover in the fundraising industry continues to plague the nonprofit sector. Not only can it be costly to recruit new employees, the loss of relationship-continuity with donors can create significant financial challenges for nonprofits in the form of decreased contributions.
To better understand this ongoing issue, a qualitative research study was designed and implemented in partnership with the Association of Fundraising Professionals – Greater Philadelphia Chapter. At its core, this research study sought to answer the questions Why is fundraiser turnover so high and What can we do about it? The study included 20 interviews with fundraising professionals in the Greater Philadelphia area who work across all sub-fields of the nonprofit sector and have varying levels of professional experience. The questions asked during each interview focused on the fundraiser’s employment experiences, their level of job satisfaction, their work recognition preferences, and the factors that contribute to their decision to leave a fundraising position.
Organizational missions and an eagerness to serve their organizations; however, there was strong agreement that there is work to be done related to the employee experience of fundraisers. In contrast to previous studies on this topic which articulate the need for a complete overhaul of the fundraising profession, participants in this study indicate that small changes in their organizations would make a meaningful impact on their employee experience and would enhance their retention. From the insights shared by study participants, five key recommendations for improving retention in fundraising roles were developed for consideration by nonprofit leaders.
Clearly define job descriptions and metrics for fundraisers
The findings of this research study indicated that fundraisers desire a re-examination of their job descriptions and metrics to more accurately reflect their efforts and the financial goals for which they are accountable. Nonprofit organizations seeking to decrease their rate of employee turnover in fundraiser positions should consider reviewing job descriptions, in collaboration with fundraising staff, to ensure that the expectations outlined are able to be met with the organizational resources provided. Additionally, leaders of nonprofit organizations should consider the totality of activities and efforts performed by a fundraiser when assigning performance metrics. Nonprofit leaders should consider tracking a variety of metrics such as outreach to prospects, qualification meetings, and proposals presented in addition to revenue raised.
Recognition of fundraiser efforts should be completed by organizational leadership and board members
Executive leaders of nonprofit organizations should prioritize personalized recognition of fundraisers during regular check ins. Following the recommendations related to performance metrics, recognition should not just focus on outcomes and revenue, but also on efforts related to fundraising activities. Additionally, executive leadership should consider implementing team recognition for fundraising staff when communicating with the larger organization. Given that the frontline fundraiser is not the only employee involved with securing a gift, support efforts such as operations, engagement, and research should also be recognized. Finally, based on the results of this research study, recognition of fundraising efforts should be included in reports to the organization’s governing board. In addition to announcing fundraising progress, staff involved in fundraising efforts should also be recognized by this influential stakeholder group.
Conduct “stay conversations” with top fundraisers
Cowart and Johnson (2019) define “stay conversations” as, “discussions between a leader and a valued direct report with the sole purpose of learning more about the employee—about what's most important to her in the workplace and her interests and aspirations” (para. 4). “Stay conversations” can serve as a useful tool to address multiple areas of concern that were raised by the fundraisers interviewed in this study.
First, “stay conversations” can provide an opportunity for organizational leaders and fundraisers to get to know one another better, thus increasing trust, respect, collegiality and collaboration. Second, “stay conversations” can offer insight into the professional goals and aspirations of fundraisers. Third, “stay conversations” can provide an opportunity for fundraisers to share their work-related challenges before the challenges become too big and the fundraiser decides to move on from the organization.
It is worth noting, however, that “stay conversations” are only beneficial for the employee and organization if the organizational leader is sincere in their desire to have the conversation and if follow-up plans are outlined. Follow-up plans might include scheduling the next conversation, providing a timeline for follow-up to questions asked, or agreeing to share the employee’s feedback with other organizational leaders.
Invest in professional development opportunities for fundraisers
Whether specifically related to fundraising activities or broader topics such as project management and leadership, those fundraisers interviewed felt strongly that access to professional development was an important factor in their decision to stay or leave an organization. Nonprofit leaders should consider professional development related expenses to be non-negotiable rather than expendable when tightening the organization’s budget.
Professional development may present differently depending on the career stage of a professional fundraiser. For newer professional fundraisers, opportunities to engage with education programs provided by the Association of Fundraising Professionals are essential for teaching best practices within the fundraising field. For more experienced professional fundraisers, organizations should consider leadership and management training opportunities. Given the prevalence of previous research which finds that managers, regardless of professional sector, often feel underprepared for the responsibilities of management, seasoned fundraisers may benefit from this type of formalized training.
For those nonprofit organizations that may have budget constraints that prohibit an investment in professional development, low to no-cost options are available. Nonprofit organizations could consider an internal mentorship program for less tenured fundraisers in which the employee engages with a more seasoned fundraising professional in the organization. Additionally, similar nonprofit organizations may consider forming networking groups in which professional fundraisers with similar roles periodically meet to network, problem-solve, and review best practices.
Consider performance incentives such as bonus pay and extra paid time off
The final recommendation based on the findings of this research study focuses on the implementation of performance incentives for fundraisers. Those interviewed in this research study indicated that a one-time annual performance bonus, regardless of amount, would be a significant symbol of how much an organization values their work as a fundraiser. To combat concerns of competition or lack of collegiality among fundraisers, some nonprofit organizations have instituted group bonus structures in which all members of a given team must meet specific metrics to qualify for incentive pay.
Additionally, nonprofit organizations can consider offering additional paid time off for fundraisers who meet or exceed their performance metrics. This additional paid time off not only recognizes achieved performance metrics, but also acknowledges the non-traditional working hours that many fundraisers experience.
It is hoped that the findings and recommendations of this research study can begin to improve the employee experience of fundraisers in nonprofit organizations. Nonprofit leaders seeking to retain their fundraisers for the good of the organization are encouraged to shift their mindset about professional fundraising from one of challenge and competition to one of partnership and collaboration. This shift in organizational vision and culture will undoubtedly have a positive effect on the tenure of professional fundraisers, and ultimately, the success of the nonprofit organizations they serve.
Reference:
Cowart, L. and Johnson, C. (2019, August 22). How to use ‘stay conversations’ to keep employees engaged. SHRM. https://www.shrm.org/resourcesandtools/hr-topics/employee-relations/pages/how-to-use-stay-conversations-to-keep-employees-engaged.aspx
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