Hiring an Executive Director in the Nonprofit Sector

As search consultants specializing in the recruitment of nonprofit leadership for diverse groups of tax-exempt organizations, we have developed particular competencies working with volunteer board search committees in the selection of chief executive officers. To assist organizations who are unable to retain search counsel, we have produced this description of how a small nonprofit should conduct a leadership search on its own.

Nonprofit Search Committees need answers. Kittleman & Associates regularly guides clients through this process, and we have identified the critical components of a successful search process:

Organizing the Search Committee

The Board President should begin by appointing five to seven Search Committee members. The Search Committee screens prospects, selects and interviews candidates, and recommends a finalist or finalists to the Board. The majority of Committee members should be current board members.

Drafting the Job Description

The Search Committee should begin by drafting a new job description. Although the old job description can be useful, an entirely new set of expectations should be developed based on current needs. The Committee must define its targets for years of professional experience required, education, and business management skills, as well as intangibles like management style or personality.

Profiling the Ideal Candidate

The Committee should start the process of developing a profile of the finalist(s) by asking themselves questions like: Where is this person working now and why would he or she be interested in this position? Do we prefer someone who is already at the director level, or would we take a less experienced individual from a larger organization? Should we extend the search nationally or regionally? For our organization, what is the ideal balance of business administration, education, and fund-raising experience? What salary is this individual earning and what would it take to attract him or her to our organization? The answers to these questions should be molded into a written profile of the "ideal" candidate.

Advertising the Position

Write a strong, direct ad which promotes the strength and notable achievements of the organization. It is important to approach the ad as its own sales tool, not just an abbreviated job announcement. Each applicant, whether internal or external, should be treated with scrupulous fairness and equality—how the Committee conducts the search will be observed and noted by nonprofit industry leaders (and present and future employees) with interest.

Qualifying Prospects

One Committee member should be designated to screen the resumes for completeness. A chronological listing of employers, dates and positions held since graduate school should be documented. Information like the number of people reporting to the applicant, the size of the budget for which he or she is responsible, and current salary should be indicated. Once this information check is completed, resumes should be distributed to the rest of the Committee.

Gathering References

Ask each prospect for two three references. The best sources are the persons to whom he or she reported two jobs ago and a confidential source who knows of the prospect's work in his or her current position. Conduct these reference interviews by phone. Take detailed notes and ask open-ended questions. Once the information from references is distributed, the Committee can select prospects to be invited for interviews. Ranking the candidates may be advisable, separating them into a "short list" (four or less, preferably) and a "long list."

Interviewing Candidates

The most effective initial interviewing method for a Search Committee is to see individual candidates in back-to-back sessions during a one-day period. This can be a grueling process if more than four candidates are interviewed, hence the recommendation to pare a reduce the large group of candidates down to a "short list." If the Committee ends up without a finalist after assessing the short list, it can move back to the "long list." Questions should be primarily open-ended, and, during the interview, questions should flow from the less complicated, informational type to the more complex, experience-oriented type. When Committee members complete their questioning, give each candidate time to ask questions.

Selecting Finalists

Immediately following the last candidate's interview, the chairperson should lead the Committee in a discussion of all the candidates, comparing and contrasting relative strengths and drawbacks, styles of presentation, knowledge, and ability to meet current challenges. With the job description and ideal candidate profile as guidelines, the Committee should measure candidates against the responsibilities of the position as well as evaluate their personal qualities. At the invitation of the Board Chairperson, the finalist(s) may be invited to meet in a second interview, this time with the entire board at a meeting called solely for this purpose.

Making the Offer

The successful candidate should receive the offer on writing. The offer should be delivered promptly and should include the salary and benefit package details, along with a list of expectations. What the candidate perceives as a fair and attractive offer depends primarily on how the candidate compares his or her current situation to the opportunity presented by your organization. It often seems to be the intangibles (location, prestige, chance for success, recognition, etc.) which make the difference. This may be particularly true for the candidate who is still on an upward career track. A salary offer 10 to 20 percent above current compensation is common.

Conclusion

The search process can be daunting under any conditions, but a carefully planned and executed search will result in finding the best candidate. The key is to remain focused and organized, treating all candidates with respect and confidentiality. Communication is critical, and each participant in the process should understand exactly where they stand at each stage. Your search can be successful. Stay focused!

Kittleman & Associates was established in 1963 and provides executive search services exclusively to nonprofit organizations nationwide. Our mission is to create dynamic partnerships between institutions and individuals that will advance the goals of the organizations we represent for many years to come. Our staff of nonprofit consultants stands ready to meet your executive staffing needs.