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Fundraisers should be given greater autonomy over their roles for charities to improve retention of those in the profession, according to authors of a new report.
“Why Do Fundraisers Change Jobs,” 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 practice a variety of skills, is “significantly linked” to their intention to stay in their role.
One promotional track won’t entice fundraisers to stay, according to Kowszun. There needs to be at least a dual promotion tracks in inclusion regarding 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 cites 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. According to the author, “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,” according to the author.
Kowszun wrote that key to retaining fundraisers is therefore to ensure they have control and ownership of their role, especially by involving them in setting their own targets; and ensuring they perform a wide variety of tasks – and providing the training that gives them mastery (rather than mere competence) of those tasks.
See more at: https://www.civilsociety.co.uk/news/give-fundraisers-more-control-over-their-jobs-to-prevent-turnover-report-says.html#sthash.i4n9AvsS.dpuf
