Fundraisers should be given greater autonomy over their roles in order for charities to improve retention of those in the profession, a report has recommended.
The report by fundraising consultant Hannah Kowszun, with support from think tank Rogare, argues that fundraisers having ownership of their tasks and targets, and being able to practise a variety of skills, is “significantly linked” to their intention to stay in their role.
Kowszun’s report also recommends dual promotion tracks, continuing professional development and informal interviews with staff to find out if they are happy in their roles, and if not, what actions can be taken.
The report follows recent research from consultant Claire Warner, who finds low pay and high stress as factors leading to low wellbeing among many fundraisers.
Wanting to do good had little effect on turnover intention
Kowszun’s report summarises work she undertook as part of a master’s dissertation in organisational psychology at Birkbeck, University of London.
It says that fundraisers’ wish to protect and promote the wellbeing of others “doesn’t affect job satisfaction and turnover intention” and therefore “we shouldn’t rely on the intrinsic desire of staff to do good to retain them in their roles”.
“While fundraisers may be pro-socially motivated to pursue a career in non-profits, once in the job, it’s other factors that provide job satisfaction,” it reads.
The report concludes that fundraisers are more motivated by the tasks and structures of their roles, which have a greater impact on the likelihood of them remaining in post.
It encourages more charities to provide fundraisers with skills-based continuing professional development.
Kowszun said: “Fundraisers are [...] just like members of every other profession in that they want autonomy over, and ownership of, the work they do, and to exercise a full range of skills in carrying out this work.
“When it comes to tackling the retention crisis in fundraising, this is what we need to consider. Yes, fundraisers will always deserve remuneration commensurate with their level of knowledge, expertise and competence.
“But give fundraisers more control and invest in their skills, and they’re more likely to carry on delivering for their chosen charity, rather than go searching for better.”
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