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.
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.
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.
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.
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.
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.
