The not for profit (NFP) executive job market attracts candidates from within and outside the sector.
Executives who are attracted to the sector usually want to make a positive contribution to the lives of others. Some have many years’ experience in the sector and others have transitioned from corporate roles.
So how can you get a leadership role working for an NFP? Firstly, know that commandoes need not apply. And then consider the following points:
The economy shapes the sector. The current economic climate has had a huge impact on the fundraising side of NFP work. This is exacerbated in crowded sub sectors such as cancer support where organisations need to differentiate to be heard and listened to. For example, the Movember organisation has evolved from advocating for awareness of prostate cancer, to creating funds and awareness for men’s broader health.
NFPs are gaining corporate bench strength. There has been a shift in the NFP space and we are starting to see things like corporate partnerships, brand, and presence in the market become really important. It is about being more effective in these areas and therefore people from the corporate sector are often seen as being able to add value. NFPs are starting to look for broader candidates that come with a more strategic and impactful view of what an organisation can and can’t do.
It’s not about the money. No one ever comes to us saying they want to work in the NFP sector for the money. They know they will probably need to take a salary cut if coming from the corporate world, or they may be at the stage in their career where they can afford to take a salary cut. Their rewards are found in the impact they have on the community. However NFPs also recognise that to attract top candidates they need to pay more. So while they won’t usually match the corporate level, remuneration has improved
Commandos need not apply. NFP candidates need to be able to manage conflict, have a sense of fairness in how they treat people, be politically savvy, and possess a healthy dose of self-knowledge. They must also be people with vision and purpose and be able to bring the team along on their journey. Business acumen is important but not everything. Candidates with command skills generally don’t succeed in NFPs.
Some NFP experience required. Corporate executives who want to shift into NFPs need to get some experience in the sector – either through volunteering or board work – before they will be considered. In many instances people from corporates that Korn Ferry has placed have had some experience and exposure in a NFP.
Competition is fierce. Landing an executive role in a NFP is highly competitive and people who want to work for NFPs who do not have relevant experience in such roles bring risk for both parties. Increasingly, our brief for a search will involve looking for someone with a strong marketing and brand background but who can also demonstrate having some background in NFPs to alleviate concern about whether they can make the transition.
It isn’t easy. NFPs are not easier environments in which to work than corporates, and there are often significant challenges with stakeholder management and resourcing. When you work for a NFP at a senior leadership level you are always on duty because of what – and who – you represent.
The search process is robust. Korn Ferry’s candidate pool for NFPs is drawn from work in the corporate, education, arts and board sectors. We therefore have a much broader view of what is possible, and where to find the right candidate. When assessing a candidate who is transitioning to the sector we know it is important to spend a lot of time unpicking and understanding the motivations of the individual, therefore you should be prepared to also answer such questions.