Nonprofit News

Access the latest news in the nonprofit sector.

Recently, I wrote an article about the growing number of pay equity laws designed to correct gender- and race-based disparities in compensation. The post focused on California’s ban on asking about salary history and offered compensation policy advice for nonprofit executives navigating this evolving landscape.

Campbell & Company supports these legislative efforts, and we believe similar laws will continue to take shape across the U.S. While organizations seek guidance amidst this change, jobseekers need their own set of do’s and don’ts. How can I prepare? What can I ask? How much should I share?

Talent Management, Talent Management Strategies, Executive Search, West Region

Delaware. San Francisco. Massachusetts. Philadelphia. New York City. Pay equity legislation is popping up across the nation. These laws aim to correct gender- and race-based disparities in pay. In 2017 alone, 40 U.S. jurisdictions considered legislation to address the gender wage gap.[1] 

Earlier this year, New Jersey passed the Diane B. Allen Equal Pay Act, bolstering protections against employment discrimination for protected classes.[2] As of January 1, 2018, employers in California can no longer ask job candidates about their salary history—an effort to ensure wage discrimination does not follow people from position to position.[3]  

Talent Management, Talent Management Strategies, Executive Search, West Region

Transitioning from the for-profit sphere to the nonprofit sector is a common occurrence for today’s corporate executives. In response to this growing trend, the Campbell & Company Executive Search team launched an initiative to explore the relationship dynamics between formerly corporate CEOs and their CDOs.

Download the full report to review our findings.

Talent Management, Talent Management Strategies, Campbell & Company Research Findings, Executive Search, Fundraising, Video, Midwest Region

Kris McFeely has worked with the Campbell & Company Executive Search team since its founding days—joining nearly two decades ago and advancing in her career as the practice grew. As a Senior Consultant, Executive Search, Kris leads high-profile searches for prominent organizations across the country. Her experience spans the nonprofit sector and encompasses a long list of successful client partnerships.

Internally, she plays an important role on the team, managing the project work and professional development for Executive Search Consultants and Associate Consultants. Despite her long tenure with Campbell & Company, Kris hasn’t always been anchored in the search world. Before joining our firm, she worked as a Senior Animal Care Specialist at the Shedd Aquarium.

Talent Management, Executive Search, Midwest Region

With the country at nearly full employment, hiring managers are feeling the pinch of a tight workforce. Traditionally, higher employment signals accelerated turnover and more spirited bidding for top talent.

Even in less competitive talent environments, nonprofits have faced significant challenges in hiring experienced fundraisers for more than a decade. As philanthropic revenues become more important to the success of all organizations, higher education institutions have set ambitious goals for comprehensive campaigns that require large teams of effective fundraisers.

Higher Education News, Talent Management, Talent Management Strategies, Campbell & Company Research Findings, Executive Search, Fundraising, Midwest Region

At the headquarters of federated organizations, fundraising executives wear many hats—but which are most critical to program success? The Campbell & Company Executive Search team has helped place many development leaders at institutions with complex national or international structures, and we understand what it takes to succeed.

Talent Management, Talent Management Strategies, Executive Search, Fundraising

Staff turnover is, in a word, costly. Most of us in development view it as a clear negative. Team members are loaded with extra work until a replacement is found and onboarded. We often lose institutional knowledge and individual expertise. Turnover—especially at the development director level—can damage donor relationships, erode confidence in the development office, and lower morale.

But enough with the negative. Let’s take a look at what we can learn from turnover. What would happen if you treated the departure of a head of development as an opportunity to reframe and reconsider what your organization needs?

Talent Management, Talent Management Strategies, Fundraising

Regardless of industry or sector, the following truths about staff turnover seem universal:

Truth #1: Turnover is expensive and can have repercussions far beyond the position that is vacated.

Truth #2: Turnover is an opportunity to reframe and reconsider what an organization needs.

Based on the above truths, how can your nonprofit take advantage of the former while minimizing the latter? In short, by leaning on interim management to prioritize and maintain positive and productive relationships with key constituencies.

Talent Management, Talent Management Strategies, Fundraising

Finding a new leader to fill a crucial role in an organization is always a balancing act between internal priorities and external concerns. Each year, sector-wide trends influence talent acquisition and management. With 2018 on the horizon, we sat down with two of our Executive Search team members to understand what’s in store for the next 12 months.

Read our interview with Kris and Dan for insight on what organizations, nonprofit leaders, and search committees should keep in mind during the coming year. 

Nonprofit Trends, Talent Management, Talent Management Strategies, Executive Search

Each year, our Executive Search team solves dozens of complex puzzles, partnering with organizations to piece together the big picture. From seasoned higher education fundraisers to CEOs with a passion for conservation, Campbell & Company helps find the right candidates to fit their individual culture and needs.

These leaders continue to drive impact long after their onboarding period, so we make a point to check back and see how they’ve helped move the mission. This quarter, we’re highlighting Lane O’Shea’s work as Director of Development & Alumni Programs at John Burroughs School, a college preparatory day school in St. Louis.

Talent Management, Executive Search