InHouse vs' OutSourced Nonprofit Recruiting

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In-House vs. Out-Sourced Nonprofit Recruiting

• Idealist.org / Action Without Borders
• Second National Conference for Nonprofit Human
  Resources
•  
• 3 June 2004
•  
• Presenter Joyce Munn
• Global Nonprofit Network
• Executive Search Consulting

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Presentation Overview

• Determining the Internal Process
• The Best Approachgt
• In-House vs. Out-Sourced Searches
•  
• Types of Executive Search
• Selection Criteria  
• Costs Contracts
•  
• Position Info Job Description

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• Starting the Recruitment Processgt Advertising,
  Applicant follow-up
•  
• Selecting Candidates, Interviewing
• When the Search is NOT Working
•  
• References, Final Selection the Offer
• Case Studies

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Determining the Internal Process

• HOW, WHY HOW MUCH?
• In-house vs. Outsourced
•  
• WHO WHAT? which staff members
• will participate in which capacity
•  
• WHEN? develop adhere to time frame
• the importance of momentum
•  

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The Best Approachgt In-House Search vs.
Outsourced Search

• Budgetary Considerations
•  
• Dedicated HR Dept or Staff Member(s)
•  
• Time Commitments
• Staff Availability Willingness to Participate
•  
• Outsourced Benefitsgt
• Bulldog at the gate
• Sourcing /Networking and HH Cold Calls

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Types of Executive Search Firms

• Contingency
• Retained
• Contained

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Criteria for Selecting a Search Firm

• Will the firm/recruiter be an effective
  ambassador
• for your org?
•  
• Does the recruiter have a comprehensive
• understanding of your org are they able
• to effectively articulate your mission?
• Is the firm providing you w/ the best recruiter
• for your org?
• Does the recruiter have a professional history
• of successfully conducting completing
  similar
• searches?
•  
•  

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• Are you comfortable w/ the recruiters plan to
  execute your search?
• Are your time frame expectations in sync?
• Will your search be given top priority?
• Does the recruiter have professional references
  from clients candidates?

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Working with Your Recruitergt the Partnership

• Transparency Access
• Sharing org chart, benefits package
• Access to staff office to determine
• organization culture
•  
• A Non-Disclosure Agreement (NDA)
•  
• Timely Responsiveness

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Agency Agreement Negotiables

• The firm will provide a permanent placement for
  the
• ___________position on a contingency/retained
  basis at a
• ___ fee (Preferred Client fee?) of the
  positions annual
• compensation for services rendered.
•  
• The org has agreed to cover mutually agreed upon
• advertising expenses.
• The firms services include job description
  development the identification recruitment of
  candidates with appropriate qualifications
  advertising the position at agreed upon sites,
  publications telephone screening, in-depth
  interviewing reference checking travel
  assistance the orgs interview scheduling
  negotiating the hiring terms, start date and
  relocation support of the selected candidate.
•  

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• The firm guarantees the placement of the selected
  employee for 90 days.
•  
• This letter serves as an agreement between the
  org and the firm. The org has granted the firm
  the exclusive on this search for _____days.

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Position Information

• History
• Newly created
• Vacancy
• Consensus on Departuregt small world
• Any Legal Ramifications
•  
• Job Description
• New positiongt Input from HR Manager
• Vacancygt a need revise orig description?

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Advertising the Position

• Networking, In-house / Recruiter em blasts
• Multiple Purposes
• Range of targeted broader scope
• Selected sources
• On-Line
• Traditional Print
• Societies Associations

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Advertisements Must Include

• Brief overview of the organization
• Position Responsibilities
• Qualificationsgt decide on the Essentials
• Annual Compensationgt range or comm w/ exp
• Benefits Packagegt Comprehensive, Competitive
• Relocationgt Y/N Dual career issues
• EOE phrase  
• Submission Detailsgt em address, fax, no tel
  calls
• Application Deadline
• Applicant Follow-up Phrase
• Must Submit Resume or cv, Cover letter w/ sal
  req
• Contact info for 3 professional
  references

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Annual Compensation

• Range preferablegt Carved in stone?
  
• Competitive? gt Consult NP salary surveys, other
  org colleagues
• Salary Protocolgt Discuss salary history
• Position Annual Compensation
• Recruiter handles negotiationgt
• knows clients parameters cands needs

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Selecting Candidatesgt Reviewing Resumes

• Handling Applicant Volume
• Initial Sortgt red, yellow, green
• Spreadsheetsgt Assign numerical values
• Suggested Criteria
• Academic excellence
• Previous prof expgt similar orgs, private
  sector
• Regional representation, languages
• Diversitygt at what cost, family foundations
• Overall org culture chemistry / Personality
  fit
• Passion

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• Possible Red Flags
• Movement Serial temp
• Overqualified gt bang for your buck?
• Currently Unemployed
• Evolving Job Descriptiongt any flexibility?
• Every weekgt share to assure target candidates
• Number of Finalists
• Working w/ a recruiter
• First timegt 3 Ongoing relationshipgt 2

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Brief Overview of the Interview Process

• Determine the Number
• Jr-Mid levelgt2 Meet/Greet/ Offer
• Sr Mid-Mgmtgt 3 Bd/Trustee
• Kinds of Interviews
• Phone Intervwsgt initial screening process
• Video Screeninggt Pros Cons
• One-on-one
• Paired
• Small groups

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• Types of Interview Questions
• Consensusgt prepare in advance w/ input from staff
• Consistencygt same set of ques for each candidate
• Focusedgt questions overall interview
• Ask PC Open Ended Questions
• Prof History Overview, Specific Skill Sets
• Education, Degree(s), Certificate Programs
• Behavioral Questionsgt Work Style, Stress, etc.
• Affiliations, related activities
• Why us? gt Mission overlap
• Career Plans

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• Avoid
• Questions that require a Y/N response
• Questions that provide the answer
•  
• Good Candidates
• Do their org homework
• Use the recruiter as a resource
• Ask good questions at the interview

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Recruiter / Candidate Interview Prep

• Website, Annual Report
• Org Culture, Interviewers prof backgrounds
• Prepping the Senior Exec, Academic
• Interpreting cultural differences, subtleties
• Unhappy departuregt reference

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When the Search is NOT Working

• In-house
• Not sticking to time frame
• Necessary to turn to a recruiter
• Unanticipated Headhunting Reqdgt 3-4 wk pt
• Damage Controlgt Prolonged or on hold
•  
• Out-sourced
• Lack of communication, responsiveness
• 3-4 weeksgt not yielding appropriate candidates
•  
• Both Scenarios Re-thinking the job description

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Reference Checks

• When?gt during intervws vs. end of process
• What to Askgt
• Standard questions
• Specifics to the job/dept responsibilities
•  
• Confirming Academic Credentials
•  

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Employment Background Checks

• Negligent Hiringgt legal liability
• False / Inflated Resume Info
• Federal State Laws
• Increased Scrutiny of Senior Execs
• Sept 11thgt Patriot Act Searches
• Information Age
• Negligent Hiringgt legal ramifications, liability

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Kinds of Checks
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• Background Check Companies
• Cost Range from 30-150
• Privacy Rights Clearinghouse
• www.privacyrights.org

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Extending the Employment Offer

• Recruiter Protocol vs. Clients Wishes
• Third or Fourth Interview Meet Greet
• Formal Offer Letter / Written Acceptance
• At Will or Contractual
• Confirm Start Date
• Full Explanation of Orgs Benefits
• Continuing the Partnership
• Client testimonial
• Client willingness to provide prof refs
•