​Good job there’s GoodJobsThe process of recruiting fundraisers is about to be tweaked to help expand training of fundraisers, and improve the diversity and inclusion of fundraisers.GoodJobs is a new jobs board for fundraisers. There’s nothing new about jobs boards of course - there are plenty to choose from for fundraisers, and have been for 20 years or so. GoodJobs, say its founders, is designed, of course, “to be different”. This is not in terms of technology, although machine learning and AI is already transforming what can be done in recruitment. Instead, the site takes two approaches that make it stand out from other providers.Saving charities moneyFirst, it avoids the model of paying a set fee per job advertisement. Instead, it offers a set annual fee for an unlimited number of jobs. It does so at a very modest rate, to ensure that it can be used by almost any sized charity. £120 a year for unlimited jobs could make national recruitment a more realistic prospect for small and very small charities, even if they use it just the once. The annual fee rises to £600 for the largest charities, which are of course more likely to recruit more than one fundraiser a year.Investing in fundraisersUndercutting existing recruitment sector providers is hardly a novel or necessarily sustainable business plan. There has to be something else for the service to stand out and appeal. Which is where the GoodJobs bursary fund comes in.GoodJobs has been established as a social enterprise, and is committed to distributing 25% or more of its profits for social good. Specifically, it will donate this sum via a bursary fund to support the training of fundraisers. It’s no good recruiting fundraisers if the charities that recruit them don’t have sufficient training and development budgets.They will distribute the fund regionally to try to reduce geographical bias. It will be distributed based on the income generated via each region.Finding even more fundraisersThe fund will also be directed at projects and services that are working to help find and recruit fundraisers from a much wider section of society. Who is behind it?GoodJobs is a collaborative initiative from some long-standing individuals and organisations in the fundraising and charity sector. These include Howard Lake, publisher of UK Fundraising (fundraising.co.uk), and Charity People, the charity sector recruitment specialists. GoodJobs launches at the end of January 2020. The timing, we think, couldn’t be better. Charities need even more opportunities to plan ahead and predict their expenditure. The sector as a whole needs to reduce unnecessary costs where it can to apply investment to activities that are most successful and impactful. In addition GoodJobs aims to bring benefits to small and large charities by expanding the range and skills of fundraisers that will drive charities’ resilience in generating income over the coming challenging years.Howard LakeUK Fundraising​​

​Big shout out to Better Bankside for having organised, yet again, such an amazing campaign that has coordinated Christmas gift donations for homeless, vulnerably housed and elderly people throughout Southwark. This is the fifth year that Charity People have been involved.We had a great couple of afternoons mucking in and wrapping some of the donated items! If only there was a day where we could simply choose to stop the marginalisation of so many people in our society...Better Bankside's Together at Christmas is an annual festive gift appeal that supports over 2,000 homeless, vulnerably housed and elderly people in the Bankside area and across Southwark.Every year, Better Bankside's business members host collection boxes so that their staff can donate gift items such as warm clothing, toiletries and edible treats. We collect all of the donated items from businesses in early December, and with the help of teams of volunteers, wrap them to make into gift parcels that we deliver to hostels, sheltered accommodation units and community organisations across Southwark.

Recently, I had the pleasure of volunteering for an incredible charity called Dallaglio Rugbyworks. The charity works with Pupil Referral Units, short stay schools, specialised schools in a mentoring and coaching role. The charity provides a staple in their curriculum's that develops the students in a sporting environment, with specialist coaches working with the group and individuals to grow as people as well as students. There was a touch rugby tournament hosted for a number of schools who lack the opportunities to access sporting provisions, one of which is rugby. It is well documented what Rugby brings to young people with its core values, to name a few: - Camaraderie - Teamwork - Discipline - Hard work - Integrity.The tournament resulted in 12 schools across London coming together in a competitive format that was a complete success. Students from differing backgrounds, problems and struggles simply came together with a common interest. They represented their schools in a fun touch rugby tournament, which exhibited some lightning pace, and skills. The charity builds pathways to careers, apprenticeships and further studying to a very challenged and vulnerable demographic. I want to thank Phil Hannah, and the whole of the #DallaglioRugbyworks team.Find out more.​

In November, I had the pleasure of helping a room full of fundraising managers reflect on their personal leadership brand. And yes, I know it sounds like a horrible piece of management jargon, but actually it is something simple and powerful that can really impact your career.You see you already have a leadership brand. It’s what people say about you when you’re not in the room. It’s how your team describe your management style and what the CEO thinks about your potential. It can open up opportunities for you if it’s great and close doors if it’s not. That’s why I encourage every leader to consciously create their leadership brand for themselves.There are a few steps to this…Consider what sort of leader you want to be. Not sure? Think about leaders that you admire and what specifically you admire about them. Then think about what is important to you – your values – such as integrity, enthusiasm or nurturing. Start a mind map or list of the words that come to you.Think about your unique strengths, or superpowers – those things that come naturally to you which you probably take for granted. List those down too.Ask yourself – what kind of leader do my team and organisation need me to be right now? Reflect on your priorities for the year – what kind of leader do you need to be to achieve them? Make a list of those words too.Refine your list down to the 10 words that you feel drawn to. And then refine it further to the three words (or phrases) that sum up the kind of leader you want to be. Not what your think “good leadership” looks like but what feels like you at your best.You’ve now got your Personal Leadership Brand! Your next step is to look at what actions you can take this week to move even closer to really embodying and living that brand. Then take those actions.​Carla is a leadership coach who helps women be brilliant at influencing, make more impact at work and develop unshakeable self-confidence. She’s running a FREE online masterclass on Boosting Your Authority & Credibility as a Leader and you can sign up at http://bit.ly/2svWi9p​​

​When you apply for roles within a charity you will usually have to submit a copy of your CV. It’s the most important document you have to show your experience to date. For this reason, it’s vital that this gives a truly coherent overview of what you have achieved, as well as your main skills and your education. It also needs to be written with your audience in mind. The reader could be someone less familiar with your role, such as someone from within a recruitment team; or it could be the hiring manager who will most likely know more about your role but not necessarily the nuances of your role within your current organisation. Income targets are a great example of this. £100k raised in fundraising income for a £1million charity is very different to £100k raised within a £5million charity for instance. Make this document the best it can be; spend time on it and tweak it as you take on new responsibilities, undertake more training and development, or add in new skills.Here are our top tips on how to write a brilliant CV: Think like a writer – make every single word countA key element to remember when you write a CV is that it shouldn’t be longer than three pages at the maximum. For individuals who are less far through their career, it’s a good idea to stick to two page. There is also an imperative to ensure that the whole document is engaging, and makes an impact, so make every word count! In addition to making every word count you also need to use space wisely.A useful format to stick to is the following:Name, address, email address and telephone numberProfileWork historyEducationTraining and DevelopmentName, address, email address and telephone numberThis sounds so obvious, but double check your contact details. If you’re uploading an application to a portal, which is often the case for charities, this will be the only way for the recruitment team or hiring manager to contact you. Additionally, it makes a much less than good first impression if there are inaccuracies here. Finally, double check that your email address is appropriate for applying for a job. ProfileThis should be concise, the best representation of you, your career aspirations, and your reasons for wanting to work in the charity sector. It’s the first thing that a prospective employer will read about you so it’s important to spend time getting it right. Think like an architect and use space wisely; this section should be a maximum of a two to three-line paragraph in total. On your CV, your achievements, responsibilities etc. in previous roles will largely remain unchanged but your profile should be tailored to each role you apply for. You shouldn’t use the name of the charity you are applying to in the profile section as it’s about you but it should reflect your reasons for wanting the role you’re applying for. Here's an example profile for someone applying to a new business role:“I am charity fundraising professional with eight years’ experience gained within corporate fundraising. My experience includes a mix of new business and account management across COTY, CRM, sponsorship, and strategic partnerships. As I continue my career, I’m keen to specialise in new business fundraising. I feel privileged to have been instrumental in developing and delivering income generating partnerships of six and seven figures which have contributed to the work of charities whose work I am passionate about. I’m very motivated by continuing to develop transformational partnerships in a senior new business role.” The golden rules of your profile are write, read, stop, and repeat. It’s an ever-changing part of your CV.Employment historyKeep this in reverse-chronological order, with your most recent role first. This is the section that will take up most space and is your opportunity to outline how skilled you are for a role through your experiences and your achievements. A solid format to stick to is as follows:Dates including months – if still working for your current employer include “Present”EmployerJob titleShort, one or two-line overview of your role. Key responsibilitiesUsing bullet points outline the main elements of your role  Key achievementsOnce again using bullet points, outline achievements and include specific figures and information. For instance: “led on the successful COTY partnership application with Morgan Stanley worth £1million for the charity over three years. I led on all elements of the process from initial research to pitch and staff vote, which we won with 20% more votes than our competitors.”Some tips to remember are:You should include most detail about your most recent and most relevant rolesDouble check dates and include the month you started and left a roleDon’t include salary information or reasons for leaving each roleUse bullet points and keep the language conciseWhen applying for fundraising roles it’s vital to include your figures, as well as income targets to give context to how much you have generatedLook out for tense usage – often when you update your CV you will add in your most recent role and edit some less relevant information from your previous roles but keep the rest of the document the same. If you do this, make sure to go back through your last roles and change tense from present to pastThink as though you are speaking to HR as they will often be the initial contact for your CV and may be responsible for providing a long list of applicants to a recruiting manager. Remember that they might not be as knowledgeable about the role you’re applying as a potential line manager. So use language that reflects the job description where possible, and outlines your role clearly. EducationFollowing your work history, it’s a good idea to include education. You don’t have to include dates if you’d prefer not to but do include the institution and your qualification including your grade. This can include university education as well as qualifications such as GCSEs or O’Levels and should also be in chronological order. Qualifications and TrainingThis is similar to “Education” but should detail qualifications and training that you have attained whilst working. Do use the date of the course or the award here and list the name of the course and training provider in chronological order.InterestsIt’s up to you whether to include an “Interests” section and it often can depend on space as it’s less relevant information than everything else. It is quite a nice way to round off your CV though and to give some more flavour of who you are and what you enjoy. If you do decide to include this section, then try to steer clear from the generic and ensure that it’s interesting and gives some insight into who you are and what you enjoy doing in your spare time. Final pointsDon’t use a photo on your CV – this is important from an equality and diversity point of view, and also wastes spaceGet yourself an editor! Use a fresh pair of eyes once you’ve finished the document to avoid mistakes. Preferably this will be someone who understands your role as they can then spot any omissions that you might not meant to have made.​

Our guest blog this week comes from Jane Curtis, a former fundraiser who runs her own consultancy."I have moved around a bit during my 20 years as a fundraiser. I have managed big and small teams, had permanent jobs, interim roles and contract positions. And now as a consultant with my own business, I know only too well how important training and looking after your career development is. It is your process and you need to take responsibility for driving your own development but all too often the day job can get in the way. The tools below are all available online in various forms, but it can be difficult to know where to start. As a visual learner these exercises really helped me. Being Brilliant Exercise​This tool can help you understand your Unique Selling Points and help you visualise what you want and need to be happy in your career. Capture your answers on the three headings within the circles. It may be useful to speak to a manager or colleague for their input under the ‘what is valuable to others’ section.Questions to reflect on: What themes are emerging? What are you brilliant at? What will make you happy? What is valuable to others? What are you doing right now that matches these themes and what will make you happier? What could you do more/less of to prepare you for your next career move? ​Career PlottingThis next tool helps draw out conclusions and identify patterns and trends about the highs and lows of your career so far. The idea being you sketch your career lifeline so far with peaks representing the high points and troughs representing the lows or when you felt less good. And next to each peak or trough you write a couple of words which explain why it was a high or low point. It may help you be clear on which environment and situations work well and less well and how you can develop to enable you to perform better in these situations.Questions to reflect on: What are the characteristics of the highs? What do they have in common? And what were the characteristics for the lows? How did you get out of them? What have you learnt from them? What does all this say about you and your career development needs? ​Career ConversationsThese don’t just happen with your line manager – you could speak to another manager, colleague, mentor or coach. The following are some of the questions you might want to cover. Preparation is key and will avoid any awkwardness and will help keep you to time. Once you’ve had this conversation, discuss with your manager your next actions and continue to discuss progress in the coming months. With all these exercises, you should incorporate them into your existing objective setting or personal development plans. Focus on the direction you want to go in your career, what roles match your happiness, what you’re brilliant at, where you can add value. Start collecting job descriptions for roles you aspire to do and read the person specs thoroughly. Seek out opportunities to gain experience in the criteria the role is looking for. There are so many opportunities to develop yourself within the charity sector, from free workshops like the one Charity People run to Institute of Fundraising SIGs, volunteering or finding yourself a mentor within the sector. Remember: YOU need to own the process and take responsibility for your own development." ​About the authorFor a copy of these handouts and more, you can email Jane Curtis or visit her website and add your name to her mailing list. You can also follow Jane on twitter.​​

​How to be a star in competency-based interviewsOver the past couple of weeks, three things have had me thinking more and more about interview preparation.One of my candidates thanked me for sending them the Charity People interview guide. I also had a really enjoyable pre-interview preparation session with another candidate. And finally, I came across a tweet about some brilliant TED talks to get you in the right mood for an interview.Nobody does (or should) interview regularly. It's one of the reasons why interviews can leave you feeling nervous. Even for super-talented fundraisers, interviews can still hold terrors all of their own. Whilst your day job will often involving building rapport and pitching to panels, you will be more used to selling your cause not yourself. Interviewing can be a daunting prospect. Especially when it's a job and cause that means a lot to you. There is some interview specific jargon around, which can be unfamiliar, so this blog is designed to demystify the process.​​Competency-based interviewsCompetency-based interviews, also known as behavioural interviews, feature questions designed to gauge your ability to handle the job and deal with specific situations. This type of interview generally requires you to demonstrate that you have the skills the employer is looking for by providing examples of situations you’ve faced in the past and what you did in those situations. For example, you may be asked to discuss past projects that have succeeded and failed, how you’ve dealt with challenging situations or a time when you took a risk. Answering these questions gives the interviewer an idea of how you will fit into the team and handle the job. Competency-based interviews are designed to test past behaviour and success.  The theory is that it will be a good indicator of future performance. I have heard some candidates say that it is tough to build rapport and to get your personality across when the process is so heavily structured.  If all you do is to try to map your pre-prepared examples to their pre-prepared questions, then the conversation is bound to seem a little stilted.So don't let the structure control your performance. You need to have some fantastic examples ready to show your skills and experience in the very best light. Think of this as building a compelling case for supporting yourself - just as you would when encouraging donors to support your cause. Treat yourself with the same kindness and compassion as you do with your cause.  Be a #proudfundraiser. If you were speaking to potential donors, then you would be concentrating on bringing your charity to life - to show them the value of investing their time and their money. You need to do just the same with your potential employer.This is all about story-telling - the bread and butter of fundraising. What are the brilliant anecdotes that highlight your successes, experience and skills? How can you tell them in a clear and meaningful way?STAR techniqueUse the STAR technique to create some amazing personal cases for support:SituationTaskActionResults You will have multiple strands of stories and will need to weave them all together to make a compelling case on the big day.  However, don’t forget that your stories must be clear and succinct to give them real impact and meaning.  Great storytelling is all about making every detail count and to do this you have to be selective. Can you think of several good-quality examples so that you have plenty to choose from when presented with the interview questions? And you don't have to use them all. A well-stocked arsenal allows you to give a better demonstration of your experience, because your answers will have direct relevance.Start with impressive figures, achievements and wins. Make sure that you have the correct numbers in your head. And then work through the challenges you have faced and how you have managed key projects.Just like any great charity, you will hopefully have tons of cases for support just waiting to be discovered and told in the right way. As with your day job, it takes time to find them, to tease out the detail, and create something compelling. Make sure you give yourself plenty of time and practice telling the stories.What questions can you expect?Use the job description and person specification as your guide. They should highlight competencies that the organisation believes are vital for the job. At very least, you need stories that show you match each of these capabilities.Make sure you don't just have lots and lots of stories that say same things about you. You need to find a good variety that demonstrate the different areas of your experience and skills.Once you have your cases for support ready, think about how you'll deliver them. Once again, there are parallels between your day job and the interviewing process. When you're conveying your charity's amazing stories every day, you hopefully allow your personality to shine through, so that your stories are believable and personal. I expect you will be thoroughly in your comfort zone telling stories in your very own style. Why should it be any different with an interview panel? You can be confident, clear and concise, whilst delivering your case in a persuasive and meaningful way.Finally, take the time to listen carefully to your own stories, whether in your head, or recorded on your phone. Preparing properly for an interview will give you a real confidence boost. Simply hearing yourself describe all the brilliant things that you achieved and the difference you will you have made will you in a winning frame of mind. Take the time to think about your relationships with donors, beneficiaries and fellow fundraisers as well as the money you have raised in support of a terrific cause. You can acknowledge the value in your skills and experience.If that doesn't put a confident smile on your face, then I don't know what will!We are always happy to spend time with our candidates to help you to prepare. It's all part of the service and we're happy to be that challenging sounding board.​           Good Luck!You can find more information about preparing for interviews on the Charity People website (including a blog with some ideas for questions you should be asking!) or feel free to give us a call for a chat.

​​The Job description is one of the most important documents in your arsenal when working in a candidate-short, competitive market, in order to engage the right people in your role. It is important that the job description covers: what will be required of the person in detail so that potential applicants are able to understand if the role matches their requirements for their next position; how much of a new challenge the role would represent; if it is a position that offers them the prospect of success. The best job descriptions are an engagement tool, a continuation of the marketing you have done around the role that draws potential applicants in and solidifies their interest. The main sections to include in this guide are outlined below, together with insight into the information to incorporate in each section:IntroductionOverview of the charityKey details of roleJob responsibilitiesPerson specificationBenefitsIntroductionThis is where you want to give a brief overview of the role. A short introductory paragraph should set the scene, introduce the charity and, where possible, include reasons for recruiting. You should explain why now is a great time to join the charity, as well as any other headline selling points of the role such as team size. Here is an example:“Our organisation is at an exciting time in its history – with huge interest in our cause; a new five year strategy and an anniversary year ahead next year. We’re going through an exciting period of growth and are recruiting for a brand new Corporate Fundraising Manager role as part of this. Working within a team of six in Corporate Fundraising and 23 in the wider Fundraising team, the post-holder will be joining an award-winning, collaborative and creative team which has real freedom to build highly strategic, sector leading partnerships.”​Overview of the charityThis is your opportunity to really sell your cause and engage potential candidates with the work you do. Try to keep to a couple of paragraphs and focus on what you feel really makes you amazing! You could start with a brief overview of the organisation’s history. Then go on to talk about the impact of the work you undertake; the organisation’s proudest achievements; key milestones you have reached. You could even include testimonials from beneficiaries if you feel it is appropriate. Potential candidates may well be considering several roles. The key here is to take the opportunity to really sell the cause and the work that you do.Key details of the role This is the information that it is important to include in the job description so that potential candidates are aware of key details such as salary, interview process etc. It is fine to use bullet points as this presents the information in a clear and concise way, which is your main aim in this section. Suggestions of what to include are:Job titleRole type – is it permanent or interim? If interim, it is important to explain why.Salary range LocationFlexible working arrangements – it is a good idea to be clear here about what you can offer – could the role be full or part-time for instance? Would you consider home working? If so, how much?Deadline for applications and application processDates for first and, if anticipated, second interviews Main responsibilities You need to provide as much detail about the role as possible. The aim is to give potential candidates a clear understanding of what the role entails. The most attractive job packs include information on areas such as: income targets; number of people the role will be managing; split of duties in role, so feel free to go into detail! Start by writing a long list of everything you want the person to take on. Then work through your list, making sure each point would make sense to an external reader e.g. is all information relevant and in the right order? Delete any irrelevant details to avoid the inadvertent mis-selling of the role. It is a good idea to split the tasks involved in the role and list them in order of importance for the role. For instance, if the role is a fundraising position and the person’s primary duty will be to generate income, you could use something like:“Meet and, where possible, exceed income targets through the delivery of strong fundraising relationships that bring in five and six figure income for the charity”.If the role is primarily about leading a team, then this should be at the top of the list of duties. If the role is multi-faceted, it is a good idea to consider splitting the responsibilities section into sub sections, listing duties within each in more detail, in order to define exactly what is expected of the person across each main area of their role.Person specificationYou should include everything you are looking for in potential applicants. Lots of charities use a table format to let candidates know which experience is absolutely essential and which is desirable, giving an idea of where there might be some flexibility in terms of experience. A note to bear in mind on this section is to question each point on here as you write it. Think about why the skill, experience, or knowledge is necessary and desirable. Think about whether it is really vital and why it is needed for the role. For instance, Person Specifications often include “Degree is essential” which can exclude potential candidates with no degree but relevant skills, when having a degree might not even be relevant to the position. Doing this exercise and keeping the “Person Specification” section as open as possible will mean that you are able to attract candidates from a more diverse pool, breaking down barriers to application that might simply be outdated or irrelevant.BenefitsIt is a good idea to include your benefits in the job description, particularly if they are unusual. Salary is not necessarily what is the key motivation as people at different life-stages have different priorities. Often people feel uncomfortable asking about benefits relating to holiday allowance, maternity and paternity allowance but these details can be fundamental to their decision to move role. Remember to include this information to further encourage the best candidates to apply.​​

​Bringing a fundraiser into your organisation for the first time is a huge step for any charity. It means that you are ready to grow and engage new individuals with your cause and start making (more) fundraising asks. Before you start to write a job description and person specification or to put out a job advert, there are some vital steps to ensure your charity is Fundraiser ready and that you are looking for the right person. Fundraisers come in all shapes and sizes. You need a clear picture of the fundraiser that is right for your organisation. ​1.Fundraising is a professional skill Fundraisers are highly skilled professionals and valuing that skillset and knowledge is the most important first step. As the first professional Fundraiser in your organisation, you want someone with a working knowledge of charity income generation. 2.Engage a professional If you do not have professional fundraising experience within your own organisation, you’ll need to engage a Fundraiser in your planning ASAP. If you do not currently have a fundraising trustee, consider getting one before beginning your Fundraiser recruitment. If it is time sensitive, ask someone to volunteer their time or pay a Fundraiser to consult with you during the process. Seek a sense-check on your decisions with someone who has working fundraising knowledge. 3.Be realistic This is especially important, if you are exploring new income streams. There is a huge amount of foundational work to be done in the first 6-12 months to get your charity ready to ask for money. Predictions are difficult to make as they depend on so many factors, but it is a pretty good rule of thumb that your Fundraiser is unlikely to generate much more than their own salary in year 1 from a standing start. For example, if you do not have a marketing person, your fundraiser will need to spend time raising awareness before (and as well as) raising money. Many charities make the mistake of considering another charity’s fundraising income as a benchmark, but your capacity, resource and profile also need to be considered.  4.The cost of fundraisingFundraising costs money. It is an investment in the future of your charity. Consider what you expect your fundraiser to generate and pay them accordingly. If you are expecting strategic insight as well as operational delivery, you will need someone with enough experience to be able to deliver that for you. Think about your options carefully. If you cannot afford someone full-time, you could consider three or four days first. Once you are generating more money, you can build an additional post into your strategy. This also gives your fundraiser a future development opportunity and will help to keep them with you longer. 5.What is your need?Consider how much you are hoping your Fundraiser will generate once they are up and running (years 3-5) and make sure you are clear about this throughout the process. Again, seek a sense check with your fundraising expert and ensure that this forms part of your interview process so that you can see how candidates respond. It is so important that both you and your Fundraiser are aware of your expectations before they take the job. 6.What type of fundraising suits you? Fundraising is a complex business with many income streams to choose from. Your sole Fundraiser cannot and should not do absolutely everything. You will need them to focus on key income streams that are most relevant and best suited to your cause and current circumstances. You do not necessarily need a definitive strategy in place before the interviews (as this may form part of your fundraiser’s new role), but you will need some guidance on what will/will not work. 7.Are you fundraising ready?There will almost certainly be a large amount of internal communication to do within your organisation before your Fundraiser starts. Why have you decided to employ a Fundraiser? What will your Fundraiser be doing? Your Fundraiser will need engagement (and time) from your staff so you need to prepare them for that in advance. Everyone in your organisation will need to be behind your Fundraiser and for the most successful charities, everyone in your organisation is a Fundraiser too. Share the knowledge you are gaining from the recruitment process with your staff (and volunteers where applicable) to make sure they have positive, realistic expectations.  8.Fundraising expertise on your interview panel It is absolutely essential to have fundraising expertise on your interview panel to help guide you through the process. Coming back to the fact that fundraising is a professional skill, you need fundraising knowledge in the interview room. You would always have an accountant present for your finance interviews and this is no different. 9.Be flexible Flexibility is key to recruiting the best person for your fundraising role. Most charities now have flexible working policies in place and you need to ensure that you are competitive in your offer. For example, many Fundraisers now have some capacity to work from home (even for one day per week) and candidates are often driven by factors other than salary.10.Your marketing materialYour job description, person specification and job advert are all hugely important marketing materials in recruiting your first Fundraiser. Make sure they are concise, realistic and inviting. Ask your fundraising expert for support and spend time making sure you are sending out the right first message to your future Fundraiser. ​​​​

​Conscious that I have an innate tendency to talk at a million miles an hour and with the added pressure of public speaking, I wanted to share some of the ideas and thoughts that came out of Tuesday’s Career Mapping conversation with the Institute of Fundraising in Manchester. It’s probably quite on topic, as public speaking is one of the areas I’m working on personally at the moment.The event was a collaboration between the IoF and Charity People aimed at fundraisers looking for professional development and personal growth. We know that career mapping can be challenging in our sector when salary increases, training budgets and upwards movement aren't always readily available. We had an open and frank discussion about career progression, personal development tools and practical tips on how to develop skills, gain career momentum and forward plan for future ambitions.We covered how to challenge and push internally to achieve your goals for development. Here, I’m going to focus externally and where you can look for learning opportunities (on a budget). Some of these may be specific to Manchester because that’s where I live, but there will be similar local events and activities if you’re willing to do a bit of digging. This is by no means an exhaustive list – just a few ideas to get us started. If you’d like to add to this list, please drop me a message and I’ll update in a few weeks’ time.I’d start with this brilliant TED Talk by Eduardo Briceño, ‘How to get better about the things you care about’. It talks about how people who are really good at something only continue to get better by learning, which is just common sense. But the interesting thing is that the learning doesn’t have to be in that subject or specialist area, but any learning at all. Watch it and see what I mean – Eduardo explains it a lot better that I do. Since watching this, I’ve started learning in lots of different areas and you start to see where your learning is fluid and seeps into other areas of your life – including your job. Please bear in mind that these suggestions are not all charity related – that’s kind of the point. You can pick and choose to your own interests and hobbies, but the idea is to enrich and enhance your existing skillset, knowledge and experience.Reading. Far too many brilliant books and articles to mention, but the one I keep returning to again and again is ‘Why I’m No Longer Talking to White People About Race’ by Reni Eddo-Lodge.Podcasts. A mix of sector-specific and personal interests. Favourites include: How To Fail, The Guilty Feminist, Do More Good, This is NOT the Mandy Johnson Show, Simon Scriver’s Amazingly Ultimate Fundraising Superstar Podcast, Cracking Charity Chat, Inner Driven Leaders, J Brown Yoga Talks, Under the Skin.Find projects that excite and energise you and run with them. They don’t have to be existing projects, but could be ones you’ve imagined and created yourself. I’ve run fundraising events, done expert interview blogs, created video content for our website, started an Equality and Diversity committee… and none of it part of the ‘day job’. I’ve gained loads of skills and experience through these projects – and all CV worthy.The power of social media. Bold statement, but I wasn’t half as clued up on what’s happening in the sector before I joined Twitter. You can cut out the noise and just follow key people who share interesting articles and information all the time. LinkedIn is a great tool too.Events – so much to choose from. Variety is the spice of life, so I try to mix it up. I have been to TED Talks, Funzing events, sales and marketing talks, Institute of Fundraising networking. My top tip is to search on EventBrite and get creative – you won’t believe how many amazing things are happening right on your doorstep.Conferences and industry events. The IoF is a reliable and constant source of brilliant learning opportunities, but there are also other fundraising and charity events that you might be interested in: Pizza For Losers and IWITOT are now both regional events. Keep your ear to the ground and ask other fundraisers for inspiration if you’re stuck. The hottest new event has to be Nikki Bell and Simon Scriver’s new virtual conference, Fundraising Everywhere.Peer-to-peer learning is such a valuable tool. Seek this out internally by linking up with peers in HR, finance or service delivery and share ideas or find other fundraisers in organisations you either know or admire and meet up. Talk, share and learn together.Offer your services. Could you mentor or support someone in your organisation or externally (and this could be work related or not)? I recently mentored a young person for a local youth charity and it was one of the steepest learning curves I’ve been ever on. I learned so much about myself and how to really listen.Coaching. Circumstances recently changed in my organisation and I knew I would need additional support to manage those changes, so I researched and put a business case together detailing costs and the value to the organisation. Now I have an incredible coach and I’m finding it absolutely invaluable. There are lots of options out there both virtually and locally and some really affordable options. I’d highly recommend Julia Worthington’s coaching groups in Manchester. I think we could have the start of a great list of personal development top tips and practical tools here, so please do get in touch to share your suggestions and ideas and we can add to our list and support one another.You can reach me on amelia@charitypeople.co.uk

​The best questions to ask at the end of an Interview. The questions you ask in an interview are very telling. Here are some top tips from our consultant, Ben Garner…In order to make an informed decision about whether this is the right move for you there are a range of questions you can ask. You will have your own expectations on what you're looking for; be it career progression, a better work/life balance or a strong interest in the charity so always tailor your questions to your own aspirations. Here are some suggestions:Can you tell me how the role relates to the overall structure of the organisation?This questions shows you're thinking beyond simply your role which is an attractive approach. Through gaining an understanding into the size and structure of the organisation and team you can identify who you'll be working alongside and learn how the team works. You'll get a better sense of where you would fit in and how your contribution would affect the rest of the charity.How would you describe the working culture here?We all want to work in a positive environment where we can operate at optimum level. Identify whether the work will be collaborative or whether you'll be working on your own and how that fits with your personal preference.What are the greatest challenges that the charity is facing? It's not just the job you're interested in, but the structural and business challenges that the organisation faces. You've done your research into the organisation so this is your chance to hear their side of the story. What would you expect the successful candidate to achieve in the first 30 days/ 3 months/ 6 months?One of the best questions a candidate can ask. It sets the scene for allowing your interviewer to talk about what you'll be doing Monday to Friday. If they mention a specific duty which you hadn't covered in your earlier answer you can flip it back and say, "ah yes, I've managed those types of campaigns before at CHARITY X"What will be the first project I'll be working on?An interviewer will have a specific list of duties required (usually written in the job description) but it is a great idea to investigate a live project so that you can talk them through how you would approach it.Is there a chance for career development in the future? What is your commitment to training your staff? We are all looking to move forward in our careers and by asking this question you will gain a sense of the importance they place on helping staff with their career progression and whether they recruit from within, and they will understand your determination to make long-term progress. How has this vacancy come about?This is a great way to find out a little more on the charity and its culture. It also allows you to gather some background information.How would you describe your management style? This is so important as conflicting management styles often cause issues and it will also show you how self-aware your prospective line manager is. Is there anything you would like to improve in your department and how could I help?You're showing an interest in being part of the team and you're looking at contributing to the goals of the department. Employers love this display of interest.Do you think I am well suited to this position? This question takes courage. You're trying to suggest from the outset that you're open to constructive criticism and willing to learn from experience and feedback. It also gives you a chance to defend yourself from any misconceptions your interviewers may have gained and restate why you think you're the right person for the job.I am very keen on the role and would love to progress. When will you be looking to make a decision?This is a great question to end an interview on. It states your position that you feel you've shown how you'd do the job and you would love to move forward in the process.​

​Cover Letters - Prescriptive or not? - Top Evaluation TipsClients often tell us they struggle to evaluate and appraise Cover Letters effectively but nonetheless they are a common tool used in selecting new recruits. Tips on how to get the most out of this stage of recruitment.Evaluating a Covering LetterPeople write their CVs in all sorts of weird and wonderful formats, lend different weight to different aspects of their role and omit experience as irrelevant that might actually be extremely pertinent to the current situation in your team.Covering letters can be a great tool for getting people to highlight specific experience that is relevant to the specific role you are recruiting for, allowing you to more fairly compare candidates. But as an arbitrarily applied tool covering letters can be extremely damaging to the recruitment process and may mean that you could miss out on someone with the potential to raise you above your competitors. What if your competitors don't make the same mistake?There is one central point to remember with covering letters, they are supposed to be a tool applied with a positive bias; you are looking for candidates that would have gone in the no pile on the basis of their CV to give you a reason to put them in the yes pile, not the other way around. During my years in recruitment I have learnt to give people a chance, because people who haven't had a great CV and / or covering letter have walked into my office, blown me away and gone on to be some of the best hires my clients have ever made.These are my three tips for making sure you give your next great hire every opportunity to WOW you;Tip 1: You're not looking to hire a professional "Covering Letter Writer"Candidates have no idea what you're looking for, what format you want it in or what you're expecting to see. Unless you're recruiting for a role where being psychic is an essential quality, be really clear about what you want and give candidates a fair chance of delivering the right information. If you want them to use each point in the person specification as a heading and then explain, using real world examples, how their experience matches this, then tell them that. If you want them to weave their experience and how it matches the person specification into an easy to follow narrative, then let them know. Applying for jobs is a skill in and of itself and the easier you make it, the more likely you are to see the best people shine through.Tip 2: Don't be too clinicalThink about how you want to score or assess your Covering Letters. Often clients choose to check off every item of a Person Specification against a Covering letter. Although if the competition is very tough this can in the end be a good way of whittling down potential interviewees it can often eliminate candidates who in fact would be very able in the role. The way I advise clients to approach this initially is to work out the three most important over-arching skills or experience areas that are absolutely essential to the delivery of this role. If a candidate meets them I would put them on the 'yes' pile and then if it is necessary to reduce that number further look through that list again alongside the more detailed Person Specification. As annoying as it is, candidates often fail to include examples against every single area of a Person Spec in a Covering Letter and will often focus on those they feel are most important. If someone has all the three important things you need and seems a little weaker on some of the lesser items, get them in and meet them, perhaps they're an absolute superstar with one or two development points.Tip 3: So important, I'm going to repeat myselfI really want to reiterate a point I touched on at the beginning, because I genuinely believe and have actually seen some of my clients miss out on people that were the best person for the role because they used covering letters too prescriptively.I always try to keep in mind that covering letters are a rudimentary screening tool that makes sure that you don't waste time interviewing people who will be totally irrelevant, but it shouldn't be used as part of the interview process where only those who tick every box shall pass. Some of the best hires I have seen are people that have the core skills necessary for the role, but come from a slightly different background and bring a new perspective and a new way of doing particular things into the team. By all means use the covering letter to make sure that you don't invite any more 'eccentric' candidates into your office, but don't be too heavy handed and risk screening out the best hire you might never make.

Writing a cover letter can be a chore, especially when applying for a number of roles. As consultants, we know they can be difficult and often go back to candidates to help them amend ones they’ve submitted.Knowing what to include and what to leave out can drive one to distraction. So here are a few things you need to know to make sure that your cover letter stands out:Your CV is more important - Yes, unfortunately it's true. However a cover letter is still helpful in determining a candidate's values, past achievements, culture fit, as well as demonstrating their written style: all of which will help to secure that important interview.Do the basics right - by making sure the cover letter looks tailored to the job you are applying for. Address it to the hiring manager or recruiter, insert the job title and organisation name in your opening lines. Addressing a cover letter "Dear Sir/Madam" when you have their name is a little lazy!Include your current job duties and key achievements - when highlighting your current duties make sure you include examples of your work and your key achievements. Don't assume that someone from your sector would know what your key responsibilities are - you could be selling yourself short. If, for example, you are responsible for raising funds or managing budgets, make sure you highlight your financial achievements clearly.Be specific and refer to the job description - The hiring manager wants to know if you can do the job they are advertising. So be specific by addressing the role requirements and demonstrate how you can effectively carry out those duties, based on your experience.Show your variety - your extra curricular experience, such as volunteering, can provide the hiring manager with crucial information on you as a person. This can give you the edge by showing the hiring manager/recruiter that you have a genuine passion for your line of work which could be what separates you from your competitors.And finally...remember, cover letters should be kept simple and should be around 1-2 pages in length. That doesn't mean skimp on addressing the job description: it means stick to the formula above. Hit those marks and you will almost certainly find yourself getting more calls from hiring manager and recruiters.

​Employment testing is not unique to the charity sector. However, there are several reasons why it makes sense to use these tools when looking for new recruits in this sector.Psychometric testing has been around since 1905. Today’s evidence shows this type of testing is increasing among employers. One body of research indicated an 18% rise over a two-year period. Yet employment testing costs money, so this must be a wise investment for charities to continue using it. If there was no return on the investment, it would be money wasted. This is not something charities can afford.​What kinds of tests are used?Employment tests typically fall into one of two areas:Skill testsPsychometric tests or personality profiling​Skills tests are also known as ability tests. They cover many areas that are crucial when selecting the right candidates to work in charity-based roles. They can test for:Numerical reasoning skillsVerbal reasoning skillsLogical reasoning skills​Skill tests may also be provided to test an individual’s ability to handle the tasks they would be required to do if they were given the job. Specific tests tailored towards the role to be filled are common, such as those designed for admin roles or finance roles. While skills tests focus on practical ability, psychometric tests or personality profiling focus on the individual. While applicants can provide incorrect answers for the skills tests, this is not the case with psychometric or personality tests. Rather, they aim to provide a good indication of the individual’s character, strengths and weaknesses. Most recruiters across all industries use a mix of the two to get the best outcome from the process.Finding the best employees is important for all recruiters. However, the financial aspect of recruiting the best people for charity roles is arguably more important than ever. There are limited funds to devote to recruitment. Is it worth sinking some of those funds into testing processes that could be seen by some as optional?Is testing a wise investment?​Charities are accountable to those who donate money to them. Donors want to be sure the charities they give money to use those funds as best they can. So, are recruitment tests worth the money?​It would seem prudent to avoid the tests and stick to the usual interviewing techniques honed over decades of use. Funds that would have been spent on the testing process could be allocated elsewhere within the charity. This decision may result in hiring the best person for the job, but there are also many areas where things could go wrong. This is the risk to be faced when deciding not to use such testing.​For example, some people are better at being interviewed than others. It’s certainly something everyone can improve on. Research has shown 40% of interviewers would fail someone if they didn’t smile. Around two-thirds of recruiters also rejected people who didn’t make eye contact.​These elements can be learned by anyone prior to going for an interview. When reading statistics like these, it is easy to see how a charity could recruit the wrong person. It’s possible to study to pass an interview, or at least to increase the odds of doing so. It is far harder to cheat employment tests they are asked to sit as part of the consideration process.​How much would it cost the charity to hire the wrong person?​Research indicates a bad hire costs a business an average of £8,200. Another source found 19.5% of recruiters lost a minimum of £15,000 on a bad hire. Some said their losses amounted to over twice that. ​If we apply these losses to the charity sector, we can see how employment testing is in fact an investment rather than a cost. Yes, it costs money to access the tests. However, that money helps the charity find the best person for each vacancy. The quality of each employee has a direct impact on the charity’s success. ​Some businesses may find it easier than others to cover their errors if they hire the wrong person. This isn’t true when you think of charities. Not only will a bad hire cost money, it could lead to a drop in the amount of donations received if news of the situation gets out. This could lead to greater losses over time than would be experienced by other businesses.​Employment testing allows for a more rounded view of each candidate​Anyone who knows the tricks to succeeding in interviews stands a far better chance of passing them. Even if they are inappropriate for the role, they could end up being taken on, only for the charity to later find the decision was a costly mistake.​Some of those in senior positions within a charity may view employment testing as an unnecessary cost. However, as we have seen, it helps identify skills and traits within each candidate that cannot otherwise be uncovered. Surely it is better to find the best people than to find those that know how to ace an interview even if they are unsuited to the role they are applying for?​Test for success​Some charities recognise the power of identifying key traits in their applicants. That’s why charities are benefiting from their use of employment testing to get the best results from their recruitment efforts. Those results don’t merely attract better recruits, they also impress those who fund them—their donors.​This is a guest blog, by Denise Allen of SkillsArena. It contains links to external sites. Please Note: Charity People does not take any responsibility and makes no warranties, representations or undertakings about the content of any website accessed by hypertext link. Links should not be taken as an endorsement of any kind. Charity People has no control over the availability of the linked pages.​

​Kemar Walford has over 10 years of experience in Fundraising and the wider Third Sector, which includes working with mainstream charities such as London Youth, Caritas Anchor House, Ladies Who Learn and the Bromley by Bow Centre. He worked for the Big Lottery Fund for the bulk of his career in grant assessment, management and more recently supporting groups in the West Midlands and East and West London. He has a wealth of experience working as a fundraising consultant, mainly for small to medium size charities across London. Kemar is also the Chair of a special interest group of the Institute of Fundraising.What is your mission?My mission is a simple one and that is to champion the accomplishments of BAME individuals and charities working in the sector, who make the world a better place with little steps or giant leaps. We are all struggling to make a difference and we all need a little helping hand from time to time. These helping hands are easier to find for certain communities and occur more often. So, I'm just one of many that are trying to level the playing field.Why is diversity important?Diversity is not only important but necessary, because it truly brings innovation, creativity and a greater understanding of the communities that we serve. It allows people to bring their cultural identity into the workforce, which brings spice and flavour to the way we deliver things and how engaged these communities truly are with the projects, programmes and activities we develop. Diversity in the private sector has for several years been evidencing the financial and internal environmental benefits it brings. Both in terms of the bottom line and expansion into new areas of work for the respective organisations. According to "Delivering through Diversity - Jan 2018", the top preforming companies have a more diverse group at executive management level resulting in a 33% increased likelihood of industry-leading profitability. So why is it so difficult for the charity sector to understand the importance and need for developing a truly diverse workforce at all levels? It sometimes seems as though, those in the sector don't fully grasp that making their workforce more diverse helps to inspire more people into that sector. This in turn increases the available pool of talent. Let's use the Black Panther film as an example and the buzz surrounding that film in the wider society. We can see the thousands of people from across the world were inspired to believe they could become actors, directors and many more positions in that industry. The film industry will ultimately benefit from that for many years to come. I believe the phrase is "Seeing is believing", understanding this creates opportunities and options for individuals that they never thought were possible. Charities are usually at the forefront of doing good, so why are we letting commercial companies show us the way forward.What are the barriers to creating more diversity in organisations?I believe that there are a few barriers to creating more diversity in organisations. Some of the barriers are structural/cultural, some are motivational, and others are financial, but let's not forget the political. So, let's look at structural/cultural, there are so many organisations that see their structure or culture as the norm and therefore don't understand the need for change. They consciously or unconsciously seek to employ people that look, sound and behave like they do. These organisations have managed for years to attract generous income from many clients or donors, as they have targeted those that look and sound like they do. However, the mix of society is changing quickly and if you don't adopt you die. Then you have organisations that have little or no motivation to make change happen. Motivation for change needs to come from the top down, as people at the bottom may want change, but don't have the power to affect change. Now these organisations have individuals that have been at the organisation for so long that they are part of the furniture. These individuals believe everything works well enough as it is and therefore nothing should be changed as they either fear or don't understand the need to make changes. Remember change can be scary and can feel destabilising, so many people try to avoid it. These organisations are usually well-established institutions with a long heritage and are typically proud of that heritage. I believe, we all know a few of these organisations in every sector. They may even say the right things externally, but internally they don't or won't make changes necessary to make diversity a reality.For those with financial constraints it can be hard to make change happen, even if they want it. In the charity sector, this is typically down to the fact that they are heavily dependent on grants and donations. This makes it difficult to recruit in new ways and take different approaches without a serious financial commitment. These organisations need to make diversity an integral part of their future planning strategy and that requires resources. Typically, many of the people in the charity sector started their careers as volunteers and then after a year or so moved into employment. This is typically a difficult transition period for individuals, but easier if you have other financial means. Many BAME individuals can't afford to work or volunteer for free, as there is a need to support their families or other constraints that prohibit this from happening. So, to attract these individuals your organisation needs to make it an attractive proposition for these individuals both financially as well as socially with flexible working and other benefits. However, all of this has a price tag, which is not always achievable or feasible. This is not all bad news, as there now seems to be a few funders that are offering grants to charities to help pay for the employment of paid interns, which opens the internship option for individuals from BAME backgrounds. More funders should be following suit and helping the sector to more representative of the communities they serve.Last but not least political, we have for the last few years been witness to the onslaught of race hate caused by Brexit. Much of the communications and messaging that surrounded Brexit focused on immigrants and migrants, despite many, if not all European countries having predominately white populations. This sent out a message of hate and disconnection between communities already settled here, which for the most part have lived harmoniously. This resulted in an increase in hate crime against all races and open season for racist approaches and behaviours. Now, I know this a strong statement, but there will also be an undertone of hate that sinks into the minds of certain individuals in the sector or wider society that creates unnecessary blockages.What practical steps could we all adopt right now?Change starts at the topCEO's and leaders need to take their organisations on a journey, through creating a vision and a clear direction of travel for their staff, volunteers and beneficiaries/clients. This must be compelling for the whole organisation and tangible in terms of being able to see the actions and those that are going to be accountable. This cannot just be lip service as those in middle management will not truly buy into it and work towards its achievement. You truly need all members of your team to be committed to the vision and direction of travel.Linking diversity to organisational performanceThis will create a step change in the approach used by those in your organisation. As a sector, we are continuously seeking to increase income and meet targets to survive, so why not link your diversity targets to this for your organisation. This will allow you to show the positive impact that your increased diversity is having on your organisations bottom line. Sometimes seeing is believing! Invest resourcesThere are very few things in this world that can be achieved without resources, whether that be people or finances. It is therefore crucial that you invest resources into developing your approach to diversity. Put your money, where your mouth is!Making sure you tailor for greater impactNow there is no point setting targets that are not relevant for the local geographic context. This is particularly for the larger organisations that operate across the country and internationally. You need to ensure that any policies or approaches are appropriate for the communities you serve. Having a one size fits all approach doesn't work for diversity, as there are so many different fascists to culture/ethnicity that you will end up turning said communities you are trying to represent, away.Remember this is no short-term initiativeCreating a diverse workforce is no picnic, whether your starting from scratch or have a small number of BAME individuals in your workforce. It will take time and effort on your part but remember once you start you can no longer continue with the status quo and real change doesn't happen overnight.You need to create a welcoming environment beforehandSeek to find out the experiences of the BAME staff in your organisation and be open to constructive criticism. This will help you to understand their career journey within your organisation and their perceived barriers. Knowing this will help you to understand what you can do to support making changes to bring a more positive working experience for your staff. Following this learn and develop an understanding of racial bias and its impact on decision making. This will help you create a better environment to recruiting BAME individuals and help them to flourish. Ensure your policies and procedures are the same in practice as in writing. Create policies that are flexible and accommodating for your staff. Ultimately, ensuring your organisation not only showcases your commitment to the approach, but represents it in all its internal and external actions.Recruit for potentialIn todays market, it's harder than it sounds. We know the pressures that exists in meeting targets and achieving outcomes. This often means that we automatically seek to recruit individuals that fit the exact criteria or are highly experienced in a field that we consider transferable. If we keep seeking the finished article we will miss out on hidden gems and those that will become the leaders of tomorrow, if given the chance. We need to ensure that people get opportunities in the variety of fields available or risk losing out on great future talent. Now, there seems to be a trend in the sector that expects people to have degrees or significant qualifications, but this automatically creates a barrier for some individuals who just need that chance. So, for every great position that comes up we should make room to take a chance on Potential. Even if that means negotiating a smaller salary with the opportunity to increase after they prove themselves. Have you ever had a coach or a mentor?Although I have never had a coach or mentor, I've had individuals that have played that role in my life. They have inspired, motivated and challenged me to operate and think differently about my approaches and actions. They have been my sounding board and my filter, as there are always moments where we let anger or disappointment guide our thoughts. This is despite considering myself a well-rounded and thoughtful individual in many of the activities I undertake. Although, recently I've been looking for a mentor or coach, as I truly feel that everyone should have one. It offers you all that I've mentioned, but it can also develop into a wonderful relationship that pushes your career forward. I love organisations that have a mentoring approach built into the way the work, as I think they are ahead of the game. This creates an environment that helps the development of your staff both in terms of career and their emotional stability, which often ends in a better outcome for the company. ​

​Sometimes we find ourselves in the right place, but doing the wrong role. As part of Pizza for Losers, Pete explained how he turned failure into success.I started out working for Charity People as the Business Development Officer for the temp Consultant in the Office Support Department. I threw myself into this role, ultimately trying to get as many new clients on as possible, whilst not playing a part in the recruitment process itself.Four months on and I had spectacularly failed to get any new clients on board. I actively made an effort to play a role Charity People within other capacities, and due to this flexibility and will to remain in the agency I was offered a place on the fundraising team to act as their candidate resourcer.A few months later and I had the fortune of being trained up alongside the Nikki, the other resourcer, and for the last few months I've been able to call myself a consultant at long last!The last year has taught me the importance of perseverance, optimism, mucking in - in any way possible, and being a 'Yes' person.

"Fear of failure was stopping my personal development." Read how Ellen took the plunge.​Fear of failure. I can safely say I have that in abundance; a definite born worrier. I've always been quite risk averse, but until it came to writing this blog I hadn't fully identified that it might actually be bordering on self-sabotage.I have always been pretty steadfast in my professional life since leaving University in 2005 (yikes that is a while ago!). Up until 2017 I had only ever worked for two businesses. I always did well, I was often picked for promotion and there never seemed any real reason to look at other things. It was safe and secure, but I was attributing my success to those businesses rather than myself. Over the years I had been approached by other companies who were really interested in me, but that risk-averse voice would be whispering: "don't be daft, you can't move, what if you can't do it, what if you fail, what if everyone thinks I'm a bit average really". I kept on listening to that voice for many years. Fear of failure was stopping my personal development.Returning to work after having my daughter, Isabella , I finally yielded and had one of those conversations. Maybe having a break from 'head-down' work gave me some perspective. It was a transformational point in my life! I finally muted the doubting voice, did some background research on the company and jumped! I have never looked back. I work with a new team of people who are super brilliant at what they do. They challenge themselves and therefore lead me to do the same everyday.What having Isabella taught me was that sometimes when you choose to go down another path it can be, quite frankly, terrifying! But, you can only be your best self by accepting some challenges and proving to yourself that you are enough and you will be fine. I also found that failure really is a relative and temporary thing. Success and the confidence you gain from coming out of the other side lasts much longer and takes you places you might never have gone otherwise. It's this journey that shapes and enriches your life.

As part of the lead up to Pizza for Losers, Stuart tells how he used a bitter disappointment to drive him forward.I have played Rugby all of my life. I have had my share of highs and lows along the way. In my latter years of school and club level rugby I played with a great team. Our successes meant that we made the finals of a national tournament. It was to be played at Twickenham - the shrine of rugby. It was my dream to play there and I had been an ever-present member of the team.The week before the big day, I had to miss a local tournament due to illness. Another player, who had not featured at all through the year, played in my place. He had a good tournament. The squad for the National Finals was announced and I wasn’t in it. The player who replaced me for the tournament the week before was heading to Twickenham instead of me.Of course, they won and had the magical experience of lifting a trophy in front of the Royal Box. It was a bitter pill to swallow. Seeing the team and squad come back and be treated like superstars was equally hard to watch.My dad saw how much it had hurt me. He advised me to channel my feelings into making sure that never again had to miss out.So I trained. I trained hard and I got myself stupidly fit. I remember cycling in Brittany in the pouring rain a long these long hilly roads, nearly getting blown off the roads and I remember pushing harder and harder on the pedals, keeping in mind why I was doing this. I would not experience missing out again if I could do something about it. I wanted there to be no doubt that I would never miss out like that again.After spending 18 months training and playing representative rugby, there was an opportunity to go to New Zealand to play rugby on a scholarship. It came a little bit out of the blue and I went forward for it. To secure it, part of the process was a fitness and a rugby task. I got the scholarship and I went to the other side of the world for three months and experienced and played rugby where few have had the opportunity. From the previous failure and with the support of my dad, I was able to experience something that I likely would not have – if I had not experienced the failure that led to me missing out on being in Twickenham and playing rugby with my friends.

Our amazing and successful consultant, Anna Ludeman, is everything that you could hope for in a team member. Here she sounds the call for greater flexibility in charities.On my mission to find more opportunities for part time workers, there is a phrase that I hear time and time again -'We will only consider someone part time if they are an exceptional candidate'.I have nodded along and agreed with this statement for as long as I can remember, never giving it too much thought, until now.Firstly, shouldn't all of our candidates that we are representing be exceptional in their own way?Secondly, is this implying that they need to be better than someone looking for full time work to counter-act their need to work part time?What a lot of pressure to put on someone's shoulders! To be considered for a role, does a part-time candidate needs to be better qualified than their full time counterparts? Do they need to prove that they will work harder and smarter in order to secure that new role?I'm worried that this statement, however innocently spoken, can easily create discrimination against part-time employees and create unfair expectations. Excluding those candidates who are wonderful, dedicated, hard-working and talented but might not necessarily be head and shoulders above other candidates in the market or be able to work the same hours seems a little short-sighted. I have berated myself for nodding along to this for so many years and I am trying my best to push back on the high expectations that clients are putting on the shoulders of those who work part time.Having such a lot of expectation and pressure on the shoulders of part-time workers is neither healthy nor productive. It leads to many individuals pushing themselves further, trying to prove their worth by working longer hours, taking on more projects and striving to achieve an un-realistic target to prove to their manager that they were worth the hire.Instead, shouldn't we be open to all types of individuals who have the right experience for the role and support them to reach their full potential? Giving them the support they need to complete their duties, focusing on outcome instead of hours?I appreciate that there are jobs out there that do require someone full time and making the role part-time just would not be feasible. However, I believe that there are always ways to create flexibility and in this instance, a job share might be the perfect solution. Similarly, an employer might reason that offering one person flexible working will open the floodgates to all which is unsustainable to a business. Allowing just one person flexible working might well cause issues which is why I believe flexibility for all is the key. There are so many incredible individuals out there, working hard to make a living and managing a million other things outside of work hours. If we opened ourselves up to considering candidates on a part time basis, we'll have more of a diverse, interesting, fun and energetic team of people, all of whom are exceptional in their own way. Not to mention, the endless benefits of opening up a vacancy to a wider pool of candidates, increasing candidate engagement in your role and brand.I am pleased to say that I have also experienced really flexible employers who are incredibly open to part time candidates. They believe that it is essential to find the right person who will add value to their organisation, someone who will drive change, bring fresh energy to the team and create initiative and inspiration. We've seen how well this can work with candidates juggling work and education, parenthood and even setting up their own businesses part time, all the while contributing invaluable experience to their organisation.I work part-time myself and I was offered flexible working, not because I am an exceptional individual but because I am a normal person, able to prioritise well and do a good job in the time I have. I am hard-working, committed and passionate about the work I do but I don't believe that I'm a stand-out unique marvel in the recruitment sector. I feel valued as a person, not just a number.I am lucky to work for a truly flexible employer who values a person's contribution above and beyond set targets. We have a mix of part and full-time employees who we're thrilled to have on board. We have exceptional relationship builders, 'blue sky thinking' influencers, support staff that are second to none and the most amazing social committee. Every person brings something special to the team which is endlessly appreciated.By giving everyone the freedom and flexibility to be exceptional, we can see how far a team and organisation can really go.

"Everyone feels out of their depth sometimes" - find out how Alice learnt from failure. Part of the lead up to #PizzaForLosersAnyone who knows me well knows that I am someone who is prone to worry. I think that that I would also be described as naturally conscientious, organised, and capable. Which I know isn't entirely true, at least not the "naturally" part.Most of the biggest failures in my life have been caused by anxiety and the way I react to it - which is through a tendency towards ignoring problems, and hiding from issues, so that they grow and grow - potentially becoming much worse.A great example of this comes from university where I studied English. To begin with, I had a lovely time - I was reading books I loved, learning lots, being challenged just the right amount - all was brilliant. Until one morning, in a critical theory module, we started to study something I just did not understand. At all. I still can't wrap my head around it if I'm honest (it was Roland Barthes and semiotics if you're interested). It was the first real hurdle I had encountered since leaving home and being wholly responsible for myself, and it totally threw me.If you'd have been privy to what was going on inside my head you'd have heard "how come everyone else around me seems so comfortable with this stuff?"; "they must be so much more clever than I am"; "I shouldn't be here" and so on. I didn't know where to start with figuring it out - so I just didn't. And I never wrote the essay; and I ignored the calls from the Department Secretary; and eventually I got a zero because I didn't hand it in. Being at the start of my second year, this had a lasting impact on my grades. I had literally got into bed and pulled the covers over my head, and had hidden from the problem.Then I finally told someone - my dad. We talked, and he helped, and we put plans in place to manage this if I felt lost in future - and I got the confidence to ask for help if I needed it. He also gave me the advice I carry round to this day which was - "don't let problems get to the stage where they are unmanageable; you have the power to shape outcomes". It was a revelation to understand that everyone feels out of their depth sometimes - but this had become so much worse by my failure to try to address the problem head on.It taught me about how I respond to stress and anxiety, and how to manage so that this feeling doesn't create much larger, potentially insurmountable problems in the future. I still worry, question and feel apprehensive but I do so much less because I tackle things head on, and understand that I am capable of navigating life's problems, because of what I learned from previous failures.

​Nick leads our team of fundraising recruitment experts, as well as taking on senior executive search projects. Inspired by Pizza for Losers, this is how Nick learnt from a past failure.Like many colleagues past and present, I had entered the recruitment world straight out of university, in truth not knowing what I wanted to do, but driven to somehow start making some of my own money rather than spending someone else's. I'd figured I would do this for a couple of years and then find my true calling and real career. In October 2013 I'd been recruiting Fundraisers for four years, over that time I had been promoted a couple of times and been asked to manage a team. Things were going well but I couldn't shake the idea that at some point I really needed to get a real job. I'd learnt to love Fundraising, I guess by osmosis, and I had always thought I could do that! After countless chats with (what was then) my relatively new wife, I thought sod it, time for my real career to start.I joined the Corporate Partnerships team at Cancer Research UK ready to change the world. Six months later I was back in the recruitment company I had left at the end of 2013, through no fault of anyone at, what I still see as the brilliant employer, CRUK.I tried and I failed. But I've always been ok with that. Fundraising is really hard, and ultimately I wasn't very good at it. I was (I think/hope) better at recruitment, and I realised if I stopped worrying about what I should be doing, I actually really enjoyed changing people's lives via recruitment. I learnt a lot of things whilst failing at CRUK, things that would ultimately make me a better recruiter, but most importantly I had resolved the unease in my mind about my career path and what a "real career" looked like.

​"Getting to know someone during the interview process helps us find the right people." - read how Maggie's recruit their team.Carys Winship joined Maggie's 11 years ago as a community fundraiser. Carys is now staff and resources manager for Maggie's, overseeing all 140 staff across the UK from her base in Glasgow.We have heard some glowing reports about the culture at Maggie's. How have you developed such a great place to work?We're a fairly small organisation (even though we're growing pretty fast) but that means we really know all the people who work here well and keep them involved with where Maggie's is going.Communication is really important. It lies at the heart of Maggie's as we are there to listen to our centre visitors and I think that means we are good at listening to each other. Everyone wants to work together to support people with cancer in the best possible way.How do you on-board your newbies?In your very first week at Maggie's you spend a week in one of our centres away from where you will be working. This is so important as you get totally immersed in the work of the centre. If you're a Finance Assistant based in our office in London or Glasgow, you might not visit another centre for a year or so. The centre you go to for your induction always becomes really close to your heart and it's such an important reminder of why we do what we do.In that first week, you'll see everything we offer in our centres. You'll get involved in our drop-in service and see how difficult it can be for someone to walk through the door for the first time, versus how comfortable and relaxed it can feel to be a repeat visitor. You'll learn about our benefits advice service, relaxation sessions and nutrition services.There isn't a big, chunky document to read. Instead, you're given postcards which include the top 10 things you need to know about Maggie's. Our on-boarding doesn't stop at induction week. Six months later, we run a 'Getting Started' session. It's based in our London office and allows all of our new starters to reflect on their induction and also share how the first 6 months at Maggie's has been for them. They meet our leadership team from Fundraising, Operations, Communications and Finance which can sometimes be overwhelming on your very first week at a new job, and I'll also do a session on HR and the useful things people might not know unless someone tells them.This is also a brilliant opportunity for our Chief Executive Laura to personally meet each and every new staff member. This session makes the leadership team approachable and allows us to all work together as an organisation.Maggie's has a really low staff turnover. Why is that?As we grow as an organisation, there are more opportunities for people to grow with us. Our growth means people continue to work for us through progression, and we're taking full advantage of that.What are the important things you look for in Maggie's people?Someone who really wants to work for us and be part of the Maggie's network, rather than it just being a job or a step on the career ladder. Having that sense of community is so important to us, and what someone can bring to the organisation in terms of personality is as important as the technical skills they have. We wouldn't hire someone if we didn't think it was the right for them, as well as us.Getting to know someone during the interview process helps us find the right people. We look to see how they describe Maggie's, how they communicate and often ask for a presentation which allows us to see their creative ideas and initiatives.What is the long-term vision for Maggie's?Our aim is to increase staffing by 49%, which is in line with our 5-year growth plan. We want to do this by developing our internal infrastructure, bringing new people in when we build new centres and continuing to offer more opportunity for progression for our current staff.

​What is the best route to CEO in the charity world? Our associate Director, Nick Billingham, offers his advice.One of the things I love about my role is the opportunity to meet informally with Directors from different specialities in the sector and discuss their career plans. When I'm not interviewing potential candidates for specific roles, I will always meet professionals for a career-focused chat. Typically this will cover work history, motivations for a potential job move and undoubtedly gossip on what's going on in our sector. One question that often comes up is "what is your opinion on the best route to CEO". I would estimate that over 50% of the people I meet are ultimately seeking to become a CEO in the future and it is widely accepted as a common aspiration.However, it's becoming more and more common for not for profit organisations to appoint a CEO from the public or private sectors, as they already have many of the skills required, plus an understanding of how Government works or how to generate income from commercial routes. As a consequence, it's becoming harder to move up from within the sector, despite charity professionals already having a grasp of the culture, an understanding of funding issues and a proven ability to get the most from limited resources. So how can you maximise your chances of making it to CEO?The first suggestion I always make is to understand what type of cause they are motivated to work for and ultimately run. Different types of organisation require different skills from their Chief Executive. A somewhat obvious comment perhaps, however it is something that is worth individuals clearly establishing early on. A campaigning organisation can require a vastly different skill-set from their CEO compared with that of a medical research charity.Having spent most of my time within the sector in and around Fundraising, I am fairly biased when I say I think undertaking an income generation role before broadening out to cover wider external relations responsibilities can be a great route. However, it's often vital that you also gain experience in programmes/service delivery. And you undoubtedly need outstanding financial acumen and the capacity to manage complex budgets with ease. And let's not forget the requirement to have an excellent understanding of the role of HR within a successful operation. In essence you need to have exposed yourself to every area of the business!So where does that leave you as you plot out your carefully constructed career plan? Naturally it will be very difficult to experience running each of the functions mentioned above; however there are some key actions to consider:Start out by writing your career plan, literally writing it out. Start with the ultimate goal and work backwards. Where do I need to be in 10 years, 5 years, and 3 years?Ensure you weigh up what any new career opportunity can offer you; what experience will this give me that will aid my long term ambition? Where will this experience leave me in five years' time?Secure an official mentor; seek out an existing CEO and ask to meet with them. They will of course have some great experiences you will be able to learn from. Once you have done this, do it again. Keep meeting people; network with professionals from a variety of different organisations.And of course one of the best ways to gain exposure to the challenges of running a charity is to volunteer as a Trustee and all at the Charity People Group would strongly recommend this.The Charity People group is made up of a group of companies that work closely with organisations with a strong social purpose to improve their impact and effectiveness. My focus is on sourcing the best talent in the Not for Profit world. To get in touch to discuss how we could work with you on this, you can contact me through nickb@charitypeople.co.uk or 0207 9397422.