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High staff turnover is not unavoidable 28

Fundraising | Alan Gosschalk | 2 Sep 2011

High turnover of fundraising staff is not an unavoidable state of affairs. Fundraising managers and directors need to step up, look after their staff and reap the rewards, says Alan Gosschalk.

I’ve been meaning to write this article for a while but I’ve been busy changing jobs!

But seriously, I am appalled at how frequently fundraisers, including senior ones, change charity. This reflects very badly on fundraisers in the charities within which they work, because if they’re leaving they can’t be committed to the cause, can they? They can be seen as mere mercenaries. So why do fundraisers move charity so often and what can be done about it?

Fundraisers in their first or second roles in fundraising stay on average a mere two years (beyond that, they average about three years). Just think, for a moment, about the incredible waste. Assuming that it takes six months – and I may be being generous here – to be fully inducted and to reach a peak level of performance. Next, assume that in their final six months, performance is waning as the fundraiser is considering leaving then actively job-hunting then that leaves a mere 12 months of peak performance. This assumes that peak performance is ever achieved. The charity has probably spent £5,000 on the direct cost of recruiting the employee, weeks of staff hours in shortlisting and interviewing, in turn for a year of good performance out of two years paid for. And then, there’s the disruption and loss of knowledge – even the best charities’ knowledge management systems can’t fully legislate for this.

So why do you think that fundraisers move jobs so often? I’m sure that the first reaction for some of you is ‘to earn more money’. Actually my experience, and this is backed up by research, is that fundraisers do increase their salary when they move but this is a by-product of moving to a ‘better’ job rather than a reason for leaving.

Research shows that the two key reasons why fundraisers leave are poor management and a lack of development and career opportunities. How pathetic is this? We are so bad at managing people that many are so disillusioned that they will change charity – a cause they’re supposedly committed to – in order to escape from their line manager (or fundraising director), yet charities are just accepting this as par for the course. Shame on us all.

I believe that fundraisers work at their best when they are clear what the vision is for their charity and their department and have clear boundaries. On top of that, they need to be given a challenge and the freedom to deliver it, and this is where we struggle as managers. We just can’t help sticking our noses in. And why do we focus on criticism and weaknesses rather than praise and strengths, in spite of the evidence?

Why, with a few notable exceptions, do we put so little effort into developing our fundraisers? Because they’re going to leave! Well this becomes a self-fulfilling prophecy. How about considering sending staff to get a professional qualification? You could also start a ‘creating exceptional fundraisers’ programme that encompasses training, mentoring, coaching and other forms of learning? Ok, some of the ‘graduates’ will still leave but they’ll do a better job while with you, and most will stay for longer so the investment will more than pay off.

It’s ironic that we prioritise supporter engagement with the cause yet we can put little effort into ensuring that fundraisers become and stay close to it too. One can not presume that simply working somewhere is enough to ensure passion and commitment.

So, fundraising directors, my challenge to you is to have a good long, look in the mirror. Not a pretty sight? Show some interest in your fundraisers, you’ll be amazed how grateful they will be. And how about having staff turnover as one of your key metrics? I really believe that we can turn this situation around but we do have to make an effort. But isn’t that effort worth it for the great causes that we are so committed to?

Finally, your chance to win a £10 Amazon voucher: the best punch line to ‘what do you call a fundraiser who stays in their job for more than three years?’ will win. To enter please write your response in our comment box below. 

Alan Gosschalk is fundraising director at Scope. He has previously been fundraising director at Shelter and RNID. 

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