I couldn’t find it, so I made it. (Part 2)
After spending a year trying to find a job, I decided to leave the nonprofit sector and become an independent consultant. Don’t get me wrong, I actually loved my job, the work I was doing, and the people I worked with. I felt like I had found my true calling at my last job, and it gave me the flexibility to prioritize the other things that are important to me, like being a wife, parent, and volunteer.
But there was still something missing for me. I felt like my ability to make a tangible difference was limited by things outside of my control, like I could have a bigger impact somewhere else. So I went searching for something more, and I got excited again and again and again, thinking I’d found a great leader, a great culture, a great mission... but there was something about that process of being a candidate that made me not want to work at any of those places.
I’ve been thinking about this one, simple truth a lot lately: I had such a bad time trying to find a job at a nonprofit that I left nonprofits completely. And I’ve been trying to articulate what was so bad, but I realized that I’ve been going about it all wrong. It wasn’t about what was bad, it was about what was missing.
What’s Missing from Most Recruitment Processes?
I think what was missing was an equitable and transparent process that made apparent the very real truth that nonprofit organizations need job candidates just as much as the candidates need places to work, maybe even more so. In fact, in my experience, hirers absolutely, undoubtedly need qualified applicants for their nonprofit roles more than their qualified applicants need any single organization to offer them an interview. I personally know so many nonprofit professionals who are amazing at what they do and tragically undervalued by their employers.
“What was missing was an equitable and transparent process that made apparent the very real truth that nonprofit organizations need job candidates just as much as the candidates need places to work.”
I believe that if the nonprofit sector is going to retain talent, be sustainable, and make the kind of impact they set out to make, then they need to change their cultures and shift their mindsets. Working for nonprofits can definitely be a fulfilling career, but far too many organizations don’t offer their people a way to ensure their future livelihood by investing in professional development and matching retirement contributions. Scarcity mindsets are far too common in the nonprofit community and come with an unwillingness to invest in the kinds of things that undergird any sustainable business. And far too many dedicated nonprofit professionals are taken for granted by organizational leaders who see them as human resources instead of as the bearers of intellectual and relational capital that they are.
The more I wrestled with these expectations for the organizations where I worked and applied to work, the more I realized that if I left the sector, I could work with more people, businesses, and organizations at once. I could have a bigger impact and an opportunity to implement the kind of changes and cultural shifts I’m always (gently) ranting about.
I recently had an opportunity to work with a small nonprofit organization on recruiting a new executive director, and the feedback our team received cemented for me that I made the right decision by going out on my own:
“This has been the clearest interview process I've ever had.”
“I truly appreciate the clarity of this process and materials you've provided.”
“I appreciate the transparency in the process of your search.”
“I appreciate the chance to develop a deeper understanding of the strategic plan.”
“I feel like I just got a free coaching session.” (when we offered feedback to the candidate)
This feedback confirmed for me that I left the nonprofit sector for the right reasons - so that I could offer to other nonprofit professionals what I wish I had been offered to me throughout my decade of being one of them: clarity, transparency, a feeling of being valued, an expression of genuine gratitude for the amount of time and effort I put into applying, and an effort to reciprocate that effort in how the search is conducted.
I know that there are many small- to mid-sized nonprofit organizations that don’t feel like they have the capacity to offer these things. That’s a topic for a different day.
Improve the Candidate Experience to Recruit Great Leaders
For now, here is a list of things any hiring organization can do to improve the candidate experience and increase equity in their hiring process:
Share the salary in the job post.
Provide an overview of the entire process to candidates as soon as possible. Ideally, it’s included in the job post. Otherwise, as soon as a candidate is contacted for an interview (first email or phone call).
Tell applicants what the candidate pool is like. This can be extremely high-level if that’s where the organization’s comfort level is. Any information about how competitive the pool is helps candidates set their expectations and makes the application process feel like less of a black box.
Speaking of expectations, explicitly state expectations early and often. Tell the candidates what you expect from them and what they can expect from you, and follow through with your commitments if you expect them to follow through with theirs.
Tell candidates when they will hear from you, and make sure that they hear from you then, even if it’s to say that you need more time to respond.
Provide what you give one candidate to all candidates. If one candidate asks for and receives a copy of the strategic plan, send it to everyone in the running. And give candidates the basic things they need to evaluate whether your organization is a good fit for them, like your most recent 990 (which is public anyways), information about the program budget, how the team is structured, or why the position is open, without them having to know to ask for it.
Send the interview questions in advance. It’s unlikely anyone is going to use this to cheat or lie about their experience. The benefits to candidates who experience anxiety around interviews or are neurodivergent far outweigh the potential risks. Additionally, it’s unlikely that you’ll ever accept your employees speaking or presenting information without being prepared. Some people are quick on their feet; others need time to process and prepare. One is not automatically a better employee than the other.
Say and show the interview questions to the candidates. When conducting virtual interviews, put written questions in the chat or on the screen. In person, print out the questions in advance, or encourage candidates to bring their copies with them to the interview (since you sent them in advance, they should already have them).
Give candidates as much time to get their questions answered by you as you took to get your questions answered by them. If you ask them questions for 30 minutes, give them 30 minutes. Prepare extra questions in case they don’t use all of the time allotted.
Offer accommodations in a way that feels genuine and nonjudgmental. Many candidates with disabilities are afraid to reveal what their needs are in an application process, and rightfully so. This can negatively impact your ability to truly understand what their strengths are. Telegraph or explicitly state your organization’s commitment to making your jobs accessible, not because it’s a legal requirement, but because you are thrilled to do so. “If there is anything at all that you need to fully and robustly participate, please don't hesitate to let us know” seems to work well. Even if they don’t ask for an accommodation, you’ve sent a message about how you treat people.
Do you want to create a more equitable hiring process for your small nonprofit? Click here to schedule a consultation and explore how we can work together.
If you’re new here, I’m Shannon Parris, an equity-first management consultant, or as my clients think of me, a trusted, outsourced business partner. I help under-resourced entrepreneurs and nonprofit professionals activate their strategies, optimize their operations, measure and maximize their impact, and foster equitable environments so they can boost their capacity, resolve complex issues, and do the hard work of changing the world.
I plan to use this space to write about my experiences, hopefully in ways that will offer value to my readers. It’s not in my nature to try to sell things. I’m a nonprofit nerd; I just want to help. But what I’m learning about being self-employed is that I get to make choices about how to prioritize my values; I get to do what I want. So this blog may not follow the rules or best practices, but I hope that it does help someone. If there’s a topic you’d like to me to write about, please do let me know.
