Talent Management Perspectives

Published July 2008

Commitment, Compensation Key in Nonprofit Bridging Conversation

Kellye Whitney

Finding the right fit for "bridgers," or those transitioning from the private sector to the nonprofit sector, often means the internal recruiter must sift through conflicting impressions of the nonprofit sector and the work done therein.

"You want to find a person from the for-profit sector who has really done their homework on the sector in general and your nonprofit specifically. It's very important to listen for cues as you interview people and screen their resumes," said Karen DeMay, director of talent and recruiting for Bridgestar, an initiative of Bridgespan Group, a nonprofit providing strategy consulting and executive recruiting services.

DeMay said, ideally, bridgers should highlight significant volunteer experience on their resumes. A stint on a board where the candidate has led a committee also is a plus because talent managers want candidates to have some idea how nonprofits are run, understand the nuances of nonprofits and what differentiates them from for-profit organizations.

"For example, there are myths out there that people in the nonprofit sector have easier lifestyles in terms of work, that their work-life balance is much more in sync — which we find is very much not the case," DeMay said. "In fact, a lot of our clients, their staffs work harder than for-profit executives in many cases because they're so committed to the mission of the organization. Also, resources tend to be limited. They work to minimize expenses, so people take on a lot of responsibility.

"The other difference that we see is a lot of decisions being made by consensus. [This is] very different from the for-profit sector, where decisions are made more quickly — maybe by one or two people, as opposed to having an executive leadership team weigh in on the decision," she explained.

"Decisions sometimes take longer. There are so many different stakeholders in a nonprofit. You have the board, funders, the recipients of the service you're providing. Decisions aren't as cut-and-dried."

Once the candidate reaches the interview stage, DeMay said talent managers should watch and listen carefully for cues that signal incompatibility.

"I have a client who recently interviewed someone from the for-profit sector, and he said, 'Yeah, I really would like to work in the nonprofit sector for a few years. Then I'll probably go back and get a real job.' That is a big, red flag. The interview ended at that point. You're not looking for that type of person who's viewing it as a sabbatical."

She said talent managers also should look for a person who can demonstrate he or she can leverage limited resources and satisfy multiple stakeholders. "In nonprofits, you may have to influence a group that you haven no authority over, such as group of influential volunteers. A person who has worked in a for-profit with a matrixed management experience and support should demonstrate they can lead by influence."

Talent managers shouldn't automatically discount a candidate who has gone back and forth between the nonprofit and for-profit sectors. DeMay said this type of movement may demonstrate flexibility.

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