Escape the recruitment straitjacket

So, a recent survey has highlighted that 75% of charities see staffing and/or skills as a significant risk to their organisation, and the problem appears to be greatest at chief executive and senior manager level.

It may be stating the obvious, but this is an alarming finding, particularly at a time when the voluntary sector is fighting harder than ever to be taken seriously as a provider of public services. Effective leadership, as provided by a charityís trustees, chief executive and directors, is critical to the organisationís on-going success and future development.

Yes, a review of remuneration packages, succession planning and approaches to training and development will probably help, but the issue at the heart of the matter is having the right pool of talent ñ and sourcing and attracting talented individuals with the right leadership competencies ñ people that will make a difference.

Why do charities have this problem? Perhaps it is something to do with the way they look for these individuals ñ theyíre stuck in the recruitment straitjacket.

I see so many advertisements placed by charities for executive appointments that look, to be frank, as if they are from a bygone era, and then there those that are so narrow in their outlook, that they attract a minimal response. In recent weeks I have encountered a number of examples where organisations have failed in their attempts to recruit (sometimes more than once), and as a result believe that the right people arenít out there. This, of course, only perpetuates the concerns found in the survey.

But does it have to be like this? A long time ago I was taught, ìIf you want to catch the best fish, then fish in the biggest pond!î I have met so many people with significant and useful experience in the private sector that do want to make the giant leap into the voluntary and not-for-profit sector. I have also seen charities that seem frightened to open their doors to such talent, even when this could be a major step towards solving the problem.

Sourcing the talent from the widest pool makes a lot of sense, and then with the right advice it must be possible for most charities to build a powerful and compelling message that will generate real interest in both the organisation and the role.

Yes, remuneration packages may sometimes be an issue, but Iím reminded of ëmonkeys and peanuts!í It is undoubtedly true that many candidates are aware that charities may not always be able to match their commercial counterparts, but increasingly candidates are motivated more by the challenges of what they might achieve, rather than just the size of the pay cheque.

Attracting talent isnít as simple as some might think! Developing and implementing successful recruitment strategies may need experienced advice and support as a tailored and proactive solution may be required, and this will cost some money. But compare that to the price of failure!

Peter Armitage ñ Hays Executive
If you would like to discuss recruitment strategies then you can call Peter on 020 7799 8620 or email to peter.armitage@hays.com