Every founder hopes the organization they built will outlast them. Yet too many founders wait until it’s too late to prepare for a leadership transition. Succession planning isn’t just about finding “the next in line”—it’s about safeguarding your mission, your people, and the trust your organization has built.

The Challenge

In Canada, only 11% of charities report having a well-defined succession plan. For founder-led organizations, the risks are especially acute. The founder’s vision and passion often shape the organization’s identity and growth. Without deliberate planning, leadership transitions can cause instability, disrupt services, and jeopardize hard-earned relationships with funders, staff, and communities.

What do we mean by founder-led organizations and Founder’s Syndrome?

Founder-led organizations
These are nonprofits or charities that are still run by their original founder. The founder is often the Executive Director, CEO, or plays another central leadership role. Founders bring vision, energy, and credibility to their cause, but their strong influence can also create challenges for governance and long-term sustainability if roles aren’t clearly defined.

Founder’s Syndrome
This is a term used to describe what happens when the founder’s personality, passion, or control dominates the organization to the point that it inhibits healthy growth.

Common signs include:

• The organization’s identity is closely tied to the founder
• The founder resists delegating or sharing leadership
• Staff or board members are chosen primarily for loyalty, not expertise
• Strategic or succession planning is delayed or avoided
• Decision-making bottlenecks form because “everything goes through the founder”

While it often develops gradually, Founder’s Syndrome can limit innovation, cause high turnover, and even threaten an organization’s survival. The good news? With strong governance, open communication, and early succession planning, founder-led organizations can avoid these pitfalls and thrive.

A New Resource

Imagine Canada’s new resource, Good Governance and Leadership in Founder-led Organizations, shines a light on why succession planning matters—and how both founders and boards can prepare effectively.

The guide shares:

• Why to start early: Embedding succession into strategy from day one
• Two plans every nonprofit needs: an emergency plan for the unexpected and a long-term plan to grow leadership capacity over time
• The board’s role: Oversight, accountability, and support throughout transition
• Healthy letting go: How founders can view succession not as an ending, but as a key measure of success

Why it Matters for HR and Governance

Succession is not just a governance issue—it’s also an HR challenge. Staff look for stability. Funders look for continuity. Communities look for reassurance that the mission will endure. A well-structured succession plan addresses all three.

As one of the report’s contributors, Peg Herbert, put it:

“Consider making the ease and positive outcome of your retirement from this position a key measure of your success right from the beginning.”
 

Takeaway

Strong succession planning communicates resilience. It shows that your organization is prepared for the future and committed to thriving beyond the tenure of its founder. By planning ahead, founder-led organizations can protect their people, maintain trust, and ensure their mission continues for generations to come.

Read the full resource here. And start the conversation with your board today—because succession isn’t just about the future, it’s about protecting your mission now.

Across the nonprofit sector, organizations are rethinking how they support and train their people. The shift to online learning may have started for convenience, but it brings benefits we now can’t do without: access, equity, and impact.

When Maria signed up to volunteer at a hospice in Winnipeg, she was excited but anxious. She cared deeply about the organization’s mission but worried she didn’t have the skills to succeed. Working with vulnerable people, project management, and fundraising—there was a lot to know. With no money or time to invest in courses or conferences, she hoped she’d learn on the job. And that’s exactly what she did. 

When Maria’s supervisor added her to Open World Learning (OWL)’s free online training platform, she levelled up fast. She logged in and enrolled in practical interactive courses designed specifically for nonprofits. Within weeks, she had earned digital badges and certificates. And with every online lesson, her confidence grew along with her impact on the team.

At a nearby nonprofit, Chris was facing a different challenge. Recently promoted to manager, he suddenly found himself leading a diverse team of staff and volunteers. Though experienced in operations, he lacked formal leadership training and wasn’t sure how best to motivate people.

Through OWL, Chris enrolled in courses in nonprofit leadership, HR compliance, Diversity Equity Inclusion (DEI for short), and volunteer management. Online learning fit neatly into his packed schedule—he could complete modules at work, during breaks or at home. Very soon, he had racked up professional credits and was applying his skills in real time, bolstering team morale and collaboration.

Maria’s and Chris’s journeys highlight a growing trend. Online professional development is democratizing learning across the nonprofit sector—empowering staff, volunteers, and board members alike. 

Learning is No Longer Just for Executives

For too long, professional development has been viewed as a perk for execs who can afford conferences and retreats. Meanwhile, frontline staff, board members, and volunteers—the people powering the mission every day—have been left behind.

As nonprofits pivot to eLearning, that dynamic is changing. Growth is no longer a privilege; it’s a shared opportunity for everyone, regardless of title, location, or schedule. This democratization of learning ensures that people working for and with nonprofits gain the skills and knowledge they need to be effective.

With free online courses, everyone enjoys the same benefits, including:

• Accessibility for all roles: Volunteers and staff across departments, and board members at the governance level all have access to the same high-quality training.
• No travel required: Teams spread across time zones and regions can participate without taking time away from work or stretching budgets.
• Flexible and practical: Courses are designed to fit busy schedules—anyone can just log on, learn, and upskill.

Nonprofits are Operating in a Digital World

The nonprofit world is not immune to the digital transformation reshaping other sectors. Fundraising campaigns now rely on digital channels. Volunteer coordination takes place through apps and online platforms. Even service delivery is shifting toward online models in areas like counselling, education, and advocacy.

Yet many nonprofits have been struggling to keep up with technology. Staff and volunteers are expected to do it all. But without affordable, accessible learning opportunities, burnout rises and retention drops.

Online courses help close this gap. They give nonprofits the ability to train people in digital skills, leadership, volunteer management, and equity—all areas where the sector faces urgent challenges. Because the modules are self-paced, they align with the realities of nonprofit life, where time and money are scarce.

Plus, learners are recognized in ways that make a difference for their future. They earn:

• Certificates that validate learning and demonstrate commitment
• Credits toward accreditation for career advancement
• Digital badges that showcase new skills in real time

For more insights on strengthening your organization’s digital capacity, check out OWL’s free course library, and explore the HR Interval’s section on Digital Adoption for Nonprofits, which highlights tools, strategies, and best practices for building technical skills, managing IT, and integrating emerging technologies like AI responsibly.

Why Nonprofits are Making the Shift

Recent data shows just how urgent the shift to online learning is for nonprofits. Canada’s nonprofit/charity sector is more challenged than ever. It employs about 2.7 million people and contributes roughly 8.2% of GDP—about $192 billion annually. Yet many of these organizations are small and stretched thin: more than 55% have no paid staff, and another 21% have fewer than five employees. While demand for nonprofit services is on the rise, only 13% report their capacity has increased at the same pace. 

Meanwhile, traditional supports for nonprofits are shrinking: volunteering rates dropped to 32% in 2023, and total volunteer hours fell to 1.2 billion—nearly 80% less than a decade ago. Giving rates are also declining, with fewer Canadians donating and overall donation amounts slipping after inflation. 

At a time when equity gaps persist in pay and opportunity, online learning offers a practical way to create more inclusive workplaces. In nonprofits, training is urgently needed across all levels. With 70% of the nonprofit workforce being women, and racialized employees earning on average 12% less than their non-racialized peers, there are real equity challenges to address. Online learning helps make professional development accessible to everyone, supporting career growth and narrowing systemic gaps by offering accessible courses in DEI and HR Compliance. 

All of these challenges—staff shortages, declining volunteering, falling donation participation, increased demand, limited staff, equity gaps—create a landscape where every tool that helps nonprofits build capacity is invaluable. 

A Call to Action for Nonprofit Leaders

The nonprofit sector sits at the intersection of rising needs and limited resources. Leaders know they must innovate, but the question is how to do so without overextending overwhelmed teams. Online training allows organizations to build capacity without diverting precious funds from programming, which is often the lifeline of the communities they serve. At the same time, it levels the playing field by giving everyone the tools they need to grow and contribute more effectively.

The future of nonprofits depends on unlocking the potential of people. Every certificate earned, every new skill applied, and every leader developed through online learning strengthens the collective ability of the sector to tackle modern challenges and drive meaningful change.

That’s why OWL partnered with Imagine Canada to launch Building Equitable HR at Your Nonprofit. This free course—available on both HR Intervals and OWL—is designed for nonprofit leaders who want to strengthen equity in their HR practices. From inclusive hiring to equitable policies, it’s a helpful resource every leader should take advantage of.

Through animation, video, and interactive exercises, you’ll learn how to:

• Select the appropriate equity framework for your organization’s HR strategy
• Evaluate your organization’s HR practices and identify barriers to equity
• Establish meaningful equity goals and measurements of success
• Design inclusive and collaborative policy development procedures
• Develop a roadmap for implementing new equitable HR policies and practices
• Effectively communicate equity-based HR policies to your team and stakeholders

Here’s a sneak peak:

To bolster equity at your nonprofit, invite everyone at your organization to take the Building Equitable HR at Your Nonprofit course—and for free access to more nonprofit courses, create an OWL account at join.owl.inc.

This blog post is sponsored by Open World Learning Inc..

HR Checkup gathered responses from hundreds of nonprofits and charities across Canada to explore the state of human resources practices in the sector. With 50 questions covering core areas — from job descriptions and hiring processes to digital infrastructure, equity, wellness, and strategic planning — the Checkup offers valuable first-hand insights into common HR strengths and challenges in the sector.

Overall Results

The results show examples of organizations that are highly committed to improving HR standards, while also grappling with inconsistent capacity and evolving expectations. Here’s a breakdown of average response types across all 50 questions:

• “Yes” and “Somewhat” responses together accounted for 67% of answers, indicating that most organizations are either implementing or working toward best practices.
• “Yes” responses led most frequently on questions related to basic hiring practices (e.g., job postings, time-off policies, formal interview processes).
• “Somewhat” responses were common in areas where organizations are aware of best practices but haven’t yet fully implemented them.
• “No” responses were concentrated in areas like succession planning, AI policies, and impact measurement of training.
• “Unsure” responses, while rare, signaled a need for greater internal clarity — especially on policies related to equity and digital systems.

Top Strengths Shown in the HR Checkup

The most positively affirmed questions in the Checkup included:

• Performance Review Practices: 64% said they have structured review processes in place.
• Job Posting Quality: 61% said their postings are thoughtfully designed and mission-oriented.
• Internal Feedback Systems: 59% confirmed regular opportunities for employee feedback.

These scores suggest participating organizations are investing in transparent hiring and employee development practices, offering a strong starting point for equity and engagement. Still, there’s significant room for improvement — over a third of organizations have yet to implement structured review processes, highlighting that progress is ongoing.

Common Challenges Identified

Questions with the highest “No” responses highlighted areas that may need more focused attention:

• Succession Planning: 74% said they have no leadership transition plan.
• AI Policy: 61% reported no policy on ethical AI use.
• Training Impact Measurement: 60% said they don’t assess the impact of training programs.

These findings point to a gap in future-oriented planning and digital governance — and reflect shared barriers some organizations are working to overcome.

Observations by Organization Size

• Small organizations (1–60 employees) tended to perform well on foundational HR practices like job postings and time-off policies, but often lacked formal succession planning and training evaluation strategies.
• Medium organizations (61–100 employees) showed consistency in structured onboarding and performance reviews, yet still faced challenges with newer areas like equity policies and AI governance.
• Large organizations (101+ employees) had strong formal HR systems but still showed gaps in strategic areas like career advancement, AI policy, and measuring training impact — suggesting structure doesn’t always equate to innovation.

Observations by Province

• Ontario: Strongest in foundational practices like job descriptions and compliance.
• Quebec: Lower clarity on newer policy areas like digital governance.
• Atlantic & Prairie Provinces: Struggled with succession planning and training strategies, possibly reflecting regional disparities in HR resources and support.

Observations by Organizational Status

• Registered Charities: Slightly stronger in compliance and formal structures.
• Nonprofits: Often scored lower on equity goals, progression planning, and technology policies.
• Private Companies/Government Entities: Too few responses for a robust comparison, but some demonstrated advanced digital practices.

HR Checkup offers a snapshot of how a group of Canadian nonprofits is navigating modern HR practices. The data reveals promising examples of progress, alongside clear areas where support and strategic focus are still needed. With increasing attention to equity, employee wellbeing, and technological readiness, there is a strong opportunity to position HR not just as a compliance function — but as a key driver of organizational resilience and mission success.

Organizations can use this Checkup as a benchmarking tool, a prompt for internal dialogue, and a call to advocate for the resources required to strengthen their human infrastructure.

Take HR Checkup to diagnose your organization’s HR health today. Completing the Checkup will provide you with a free customized HR “prescription” for your organization, with hands-on advice and recommendations on areas for growth as well as resources and templates to get you started. As you develop your HR practices, you can return and retake the Checkup to track your progress. 

This article is in collaboration with Imagine Canada’s Grant Connect.

Nonprofits constantly struggle to hire and keep great fundraisers, with the average tenure of a development professional being just 16 months. Competition for talent is fierce, whether it’s for roles focused on individual donors, corporate partners, or grant fundraising. Seasoned fundraisers often choose to fly solo as consultants and fractional directors of development, thinning out the talent pool even more.

At the same time, nonprofits are being asked to do more with less, as giving declines and demand for services continues to rise. More organizations are finding it challenging to stay competitive on salary. But there’s a lot more to attracting and retaining fundraisers than just salary, according to CFRE-certified fundraising experts Tanya Rumble and Mariya Yurukova. 

Tanya Rumble is the founder of Recast Philanthropy and Executive Director, Development at Toronto Metropolitan University. She’s raised millions for some of Canada’s largest charities, like the Heart and Stroke Foundation. Mariya Yurukova is the founder of Charity Search Group and managing director of Charity Search Group Canada, and has recruited more than 200 nonprofit professionals in her career.

According to Rumble and Yurukova, nonprofits need to build a workplace culture where fundraisers feel respected and supported, creating structures that allow them to grow and thrive, and offering meaningful benefits that reflect your commitment to their well-being and professional development. Together, these elements create the kind of workplace where fundraisers flourish.

Positive workplace culture

Fundraising is a high-pressure environment. The work is complex, emotional, and relationship-driven. Fostering a positive workplace culture helps staff stay resilient to the challenges of the work, because they feel safe and supported at work. But this can require letting go of many conventional ways of thinking, such as the “donor is king” mentality, which ultimately undermines well-being and inclusion in staff, according to Rumble.

Learn more about the traits of a positive workplace culture.

Take donors off the pedestal. The traditional “donor-above-all-else” nonprofit mentality is the culprit behind much overwork and burnout, says Rumble. Donors shouldn’t be allowed to insist on unreasonable demands or behave in a discriminatory way simply because they are donors. These demands may include wanting special treatment that places undue burden on a fundraiser or organization’s time, effort, and ability to focus on the mission.

If you hire a fundraiser who believes in your mission, empower them to act in service of it. That includes empowering them to say “no” to donors when needed, says Rumble. This frees fundraisers up to develop genuine partnerships based on shared values and respect, and allows them a greater sense of purpose and control.

Champion diversity, equity, and inclusion – and be transparent about it. Many talented fundraisers look for workplaces whose internal practices reflect the social good they aim to achieve through their mission. Rumble encourages organizations to be open about their commitments to diversity, equity, and inclusion. Inclusion means allowing fundraisers to freely express aspects of their identity when meeting with donors. This includes the ability to dress in cultural attire or don symbols of their culture at work.

Have realistic expectations. Overly aggressive expectations for fundraising results is one of the surest ways to turn off an experienced candidate. For example, when hiring a major gift officer, Yurukova says to expect growth later than you think. Major gift officers may take as long as 18-24 months to start securing new gifts or identifying new donors. Fundraisers often spend the first several months of their role securing organizational buy-in for their strategy, building rapport with existing relationships and delivering on any promises made before they started at the organization. 

Grant fundraisers follow a similar trajectory, often spending months building relationships with funders and identifying aligned grant programs. Then, it might be up to a six-month wait after applying to learn the result.

Learn more about respecting work-life boundaries.

Structural supports that help fundraisers succeed

Policies, programs, and pathways make up some of the structural supports that prop up a great workplace culture. They’re proof that an organization’s support is practical, not performative. 

Autonomy and flexibility in policies. What people need to do their best work looks different for everyone. Build flexibility into your policies wherever possible. Flexible working arrangements allow people to work where they focus best, whether that’s at home or in the office. Flexing on statutory holidays allows employees to observe a cultural holiday that’s actually meaningful to them. The key here is to proactively offer. “Folks don’t want to have to ask for accommodations. They want to be seen in the policies,” says Yurukova.

Get more ideas for flexible work policies. 

Culturally relevant supports. Make room for fundraisers from diverse backgrounds to feel like they belong. Offerings like employee resource groups, mentorship programs aimed at racialized staff, and ongoing training in cultural safety and intercultural competence are all strong signals of a nonprofit that prioritizes inclusion, says Rumble. Universities and airports commonly have a designated space for prayer, ceremony, and quiet reflection, and this is becoming increasingly popular in workplaces. 

Clear career progression paths. “Ambitious fundraisers stay where they can see a future,” says Rumble. And while it’s often about job titles, Rumble encourages nonprofits to think creatively if promotions are rare or depend on turnover. In those cases, think about offering leadership opportunities through special projects or helping staff develop new skills. Rumble says it’s about that sense of progress and possibility that makes a job stay competitive with a higher salary elsewhere.

Benefits and perks

Perks are important, but less likely to retain talent unless paired with the right culture and structures in place. For that reason, we’ve included these last.

Professional development. Learning and professional development are essential for retaining fundraisers, according to Rumble. Junior candidates tend to under-negotiate on professional development, yet Yurukova notes that $1,000 can go a longer way as part of a learning budget compared with salary for some candidates. In Canada, a CFRE designation translates to earning 14% more by mid-career. Grant fundraisers might benefit from conferences and courses on grant writing or becoming a stronger writer and storyteller in general. 

Job title. If you can’t compete on salary, compete on title. One of the top reasons why fundraisers leave nonprofits and become consultants is because they notice that’s how they really get to influence leadership, says Yurukova. If you have a candidate who’s hungry to make an impact, give them a title that will give them credibility with executives and the board. For example, an organization’s  most senior development role should be at the Director of Development level or higher. However, if there are VP or C-suite titles, elevate the title accordingly to VP, Development or Chief Development Officer. 

Sabbaticals. Yurukova notices a growing trend in nonprofits offering sabbaticals as part of a long-term retention strategy. Some offer one month off for every three years of service, some longer. Many of these initiatives are made possible through the support of philanthropic funders. For example, the Healing Justice Sabbatical is offered through the Womxn’s Leadership Collective for Nature and Climate Action, partially funded by MakeWay. In Los Angeles, the Durfee Foundation has funded more than 100 sabbaticals to local nonprofit leaders. Sabbaticals are restorative, especially for executive directors, according to Yurukova. And long-term retention is worth thinking about. Author Penelope Burk estimates that replacing a fundraiser costs about $70,000 in her book Donor-Centered Fundraising.

Think beyond salary

While pay remains a top priority for Canadian workers, a recent survey shows that more than three-quarters are actively seeking new job opportunities. Many workers are looking for better work-life balance and career growth. 

In a sector where purse strings are tight, and we compete for talent with the for-profit sector, nonprofits need to think beyond salary. The good news? Creating a supportive and flexible workplace can go a long way in attracting and keeping top fundraising talent.

In this powerful new episode of Let’s Imagine, host Bruce MacDonald welcomes Eden Fineday — award-winning nêhiyaw (Cree) journalist, changemaker, and Publisher of IndigiNews. Eden leads IndigiNews through a lens of cultural safety and actively works to decolonize journalistic practices. She is also the founder and CEO of tâpwêwin media, an Indigenous-led nonprofit that acquired IndigiNews in 2025, and co-founder of the Indigenous Media Association of Canada.

Eden recently contributed a series of articles to Imagine Canada’s HR Intervals, helping nonprofits better navigate complex people management issues with a focus on equity, reconciliation, and anti-racism. Her work challenges organizations to move beyond surface-level inclusion toward building genuinely safe, culturally grounded workplaces.

Join Bruce and Eden as they explore how nonprofits can rethink power, hiring, and leadership to foster deeper cultural safety for Indigenous, Black, and racialized staff.

Read Eden’s articles on HR Intervals here:

Supporting BIPOC Board Members, Staff And Management

De-colonizing hiring practices

Building Cultural Competency and Cultural Safety

Make sure to check out our full episode list. This episode is also available on Apple Podcasts, Spotify, and YouTube.

This podcast was made possible thanks to generous support from our sponsors.

Supporting partner

This article was originally posted on Future of Good.

Non-profit workers have carried the weight of communities’ biggest challenges for decades, but even the most committed workers can’t carry that weight without support.

“There is a common thread amongst staff who care deeply about their community, about this country, and about the world and that’s part of what draws them to this sector,” said Bruce MacDonald, CEO and President of Imagine Canada.

More than a quarter of non-profit employees say they feel burnt out or exhausted often or almost always, according to new data from Future of Good, in its inaugural Changemaker Wellbeing Index.

“I think this is the reality of operating in a resource-constrained sector. You run into the tension of wanting to better the community,” said MacDonald.

According to MacDonald of Imagine Canada, the COVID-19 pandemic marked a critical tipping point of demand in the sector.

“We thought that it might ease up (after the pandemic), but then we went into this period of prolonged inflation followed by a period of stubbornly high everyday living costs from food to rent and now into a period of potential recession,” said MacDonald.

It’s a perfect storm of instability, he said, with rising demands for services combined with declining revenue and it’s putting immense pressure on organizations.

Despite that pressure, employees still feel their work is important to the communities they serve.

An overwhelming 93 per cent of people surveyed believe their work has a meaningful impact on their communities at least sometimes.

“Regardless of which part of the sector, whether it’s arts, culture, mental health, environment, there is that common thread amongst the staff who care deeply about their community,” said MacDonald.

The non-profit sector employs 2.4 million Canadians making up an important piece of the country’s social fabric, said MacDonald.

If Canadians want strong communities, strong non-profit workers are needed, he said. That starts with putting their wellbeing at the centre of the conversation.

Reviving retention rates

Retaining non-profit workers is a major barrier to wellbeing, according to the index.

Twenty per cent of community non-profit workers say they are likely to quit in the next six months.

The turnover risk is even more extreme in arts, culture, recreation and social services non-profits, where half of workers say they are considering leaving or aren’t sure if they will stay.

That number is five per cent higher than those in governmental non-profit roles, like the health and education sector.

“I think it’s really important that organizations’ leaders are looking at all aspects of what they offer employees,” said MacDonald. “Everything from fair and transparent compensation practices, relevant benefits programs and professional development opportunities.”

“All of the things that are good fundamentals that apply in the private sector, they apply here too.”

Not only are changemakers quitting, they’re leaving the sector entirely, adding to the industry-wide staff shortages.

That data underscores the urgent need for stabilization and retention strategies.

“If we’re not going to offer company cars, stock options, bonuses, dividends, how are we going above and beyond to ensure that the offerings that we have to come and work in this sector, both play to the strengths of the calling and do so in a way that attracts the best and the brightest,” said MacDonald.

Food insecurity

Community non-profit workers make 32 per cent less than the national average, with the average employee earning $43,000 in 2021.

Food banks have become essential to supporting vulnerable Canadians. Now, some of their own employees are relying on the very services they help provide, highlighting the growing financial strain within the sector.

The data found 34 per cent of community non-profit workers are struggling with food insecurity themselves.

The rate increases to 44 per cent among younger employees aged 18 – 29, highlighting a troubling trend for the next generation of non-profit workers.

“If that inequality is getting to such a point that those working in the sector can’t afford food, can’t afford a place to live, etc., that might be that tipping point,” said MacDonald.

“People are now saying, as much as I do have a calling or I want to ensure that the work that I do is truly meaningful, there are economic realities that I have to face.”

According to Food Banks Canada, there has been a 90 per cent increase in food banks nationwide in the past five years.

Unique data collection 

More than 1,100 non-profit workers were surveyed earlier this year in partnership with Common Good Strategies and Environics Research.

“No one’s really tried to do a panel sample like this in Canada before,” said Steve Ayer, the president of Common Good Strategies and research lead for the Changemaker Wellbeing Index.

Typical surveys focus on a single organization and their members, said Ayer, but Future of Good’s data was collected across a wide range of social service sectors.

Ayer said that capturing data from diverse non-profit environments allows for identifying sector-wide trends and helps paint a more accurate picture of their realities.

The goal is to create more targeted and effective solutions.

“We do focus on where the scores are the lowest but, I think, looking at the folks who are thriving and we can figure out how we make more people [reach] that thriving category,” said Ayer.

He said the survey will continue annually, serving as a comprehensive snapshot of the social sector’s wellbeing and providing year-to-year comparisons.

Click here to read the full 2025 Changemaker Wellbeing Index.

This blog post is powered by the CIBC Foundation.

Canada’s nonprofit sector employs over 2.4 million people, the majority of whom are women, to provide critical services and programs that support communities across the country. However, most organizations do not have a dedicated HR department or access to reliable HR data and resources to inform key decisions.

This knowledge gap has serious consequences—particularly as nonprofits adapt to a rapidly digitizing world. The following insights come from a comprehensive report — Canada’s Nonprofit Tech Workforce by the Canadian Centre for Nonprofit Digital Resilience — which analyzes the state of tech work in nonprofits. It highlights systemic challenges in hiring, retaining, and supporting digital talent — and outlines why HR leadership and people strategy are more important than ever.

Overview: The Nonprofit Tech Workforce

• Tech roles are underrepresented in nonprofits. Only 0.68% of nonprofit workers are in tech roles, compared to 4.9% in other industries.
• There is a significant wage gap for tech workers in nonprofits. The average income for a nonprofit tech worker is $61,200, compared to $87,300 outside the sector—a 30% difference.
• This gap grows larger for experienced workers: nonprofit tech wages level off after age 35, while salaries in other sectors continue to grow with experience.

Gender: Disparities in Representation and Pay

• Women are underrepresented in tech roles in nonprofits, despite making up 80% of the nonprofit workforce.
• Only 0.3% of women in nonprofits are tech workers, compared to 2.8% of men—making men nearly 10x more likely to work in nonprofit tech.
• Women in nonprofit tech roles earn only 86% of what men in the same roles make.
• The gender pay gap is smaller in nonprofits than in the private sector, but still significant.

Implication for HR:
The nonprofit sector must address internal gender gaps in digital roles and ensure equity in compensation and opportunity. Learn more about implementing fair, transparent, and inclusive hiring and compensation policies.

Education: Different Pathways, Same Inequities

• Tech workers in nonprofits are more likely to have college diplomas or high school education than those in other industries, who are more likely to hold bachelor’s or graduate degrees.
• However, the wage gap exists at every education level. Even those with bachelor’s degrees earn $30,000 less in nonprofits.

Implication for HR:
Nonprofits need strategies to invest in upskilling and support professional development for tech workers. See recommendations and resources for digital upskilling.

Equity: Gaps for Visible Minorities and Indigenous Peoples

• Visible minority tech workers in nonprofits earn on average $3,000 less than white tech workers. In other sectors, this gap is more than $14,000.
• Indigenous Peoples make up just 3% of tech workers in nonprofits and earn on average $7,000 less than non-Indigenous peers.

Implication for HR:
Although the nonprofit sector has made progress in representation, equity gaps in pay and opportunity remain. To address these gaps in pay and opportunity, organizations must prioritize equitable hiring, inclusive leadership, and safe workplaces. Learn more about decolonizing hiring practices.

Age & Retention: Flattened Wages for Experienced Workers

• Tech salaries in nonprofits peak for ages 45–54 but decline sharply after that age in other industries.
• In nonprofits, the salary decline after age 55 is only $3,000, compared to $17,000 outside the sector. While this suggests better wage stability in nonprofits, it also reflects limited growth opportunities.

Implication for HR:
Nonprofits may struggle to retain senior tech talent due to limited advancement. Learn more about strategies for equitable performance management.

Centering People in Digital Transformation

As Canada’s nonprofit sector continues to evolve in a digital world, the path forward must be rooted in people-first HR strategies. The insights from Canada’s Nonprofit Tech Workforce report reveal critical gaps—but also clear opportunities—for nonprofits to build stronger, more equitable, and future-ready teams.

Read the full Canada’s Nonprofit Tech Workforce report by the Canadian Centre for Nonprofit Digital Resilience.

To explore more topics on Digital Adoption for Nonprofits, click here.