Talent Solutions in an Era of Leadership Transitions

Dianne Lister David Hutchinson AFP Fundraising Day June 8, 2017 DESIGNED BY JOHN VANDUZER, WISHART.NET

NOW HEAR THIS:

The charitable sector is undergoing the largest transition of leadership, both at the board and staff level, ever faced in Canada.

Today, we will deal with practical realities and potential solutions...

1How to identify your leadership gap as baby boomers retire

2What steps can your organization take to buffer threats of a leadership drain

3Prepare your organization to move forward confidently with a modified talent acquisition strategy

Three key takeaways:

What does the data say?

UH-OH:

Baby Boomers have begun to retire Millennials are now the largest living generationGenXers are outnumbered on both sides: its talent pool cannot meet the demand These demographic facts are forcing the Boards and staff of Canadian charities to reconsider staffing needs, making them look differently at both talent attraction and retention

AFP/CPRN Survey of Fundraisers, 2003

AFP/CPRN Survey of Fundraisers, 2003

NOTE: In 2003, two-thirds of fundraisers were women (69%), so the statistics were even more negatively skewed than one might observe at first glance.

AFP/CPRN Survey of Fundraisers, 2003

The Globe and Mail: Statsan, 2016 Census

3.3 MILLIONAges 15-24

1.5 MILLIONAges 55-64

4.3 MILLIONAges 15-24

4.9 MILLIONAges 55-64

1966

2016

The number of people about to enter the workforce compared to the number of people about to exit the workforce has changed significantly during the past 50 years

< EXITING ENTERING >

The Globe and Mail: May 04, 2017

The greying of Canada’s population is accelerating, as new census numbers show seniors now outnumber children for the first time in the survey’s history.

The 2016 census shows the largest increase in the share of seniors since the first census after Confederation.

Those aged 65 and older climbed to 16.9% of Canada’s population Those under 15 years old represent 16.6%The working-age population — those between the ages of 15 and 64 — declined to 66.5% from 68.5% in the 2011 census.

The accelerating pace of aging in the population carries profound implications for everything... “While the greying of Canada is not new, it’s starting to have a bigger and bigger impact,” said Doug Norris, chief demographer at Environics Analytics.

•••

GenX Ages 37-49 12 YEARS LONG

Boomers Ages 50-69

19 YEARS LONG

Millennials Ages 21-36 15 YEARS LONG

Current Talent Pipeline

IN THE STATES: 10,000 people are

turning 65 every single day!

Douglas CouplandDavid Foot

BOOM

BUSTGenX

ECHOMillennials

Recruiting for Current or Hybrid Talent

Private + Corporate SectorsPublic SectorPlural Sector

SWOTSOCAPdiverted

QUARTER LIFE CRISISFEAR OF MISSING OUT

SOLUTIONS Stop “firing” fundraisers

Interim EDs

Leadership Development

Succession Planning

Mergers / Amalgamations

High potential internal

candidates

Private Sector

(Plural Sector)

Extending EDs F/T with mandate to

mentor internals

1Interim leadership

2Identifying high-potential candidates from within and giving them real leadership development and mentorship

3A proper, eyes-wide-open transition of private/corporate sector talent

4Amalgamation and mergers oflike-oriented organizations

Four possible solutions:

The Millennial Question

How to identify high-potential candidates from within and give them real leadership development and mentorship?

63%

MillenialsNon-Millenials

71%

Workplace demands interfere with my personal life

30% 41%

I expect to be rewarded or recognized for my work monthly

30% 38%

I don’t expect to work at any one place for more than 9 years

Meeting Millennials’Expectations

Greater input

Career paths

Appreciation Corporate values and responsibility

NEEDED NOW:

A proper, eyes-wide-open transition of private/corporate sector talent

Bring new and

fresh ideas

Understand Sponsorship =

Product

Have served in significant

volunteer roles, including

governance

Have potentially

strong donor engagement due to their networks

Have a passion for our cause

Have many transferable skills to

fundraising, programs, operations, and

leadership

Understand high net worth from financial

services

MANY...

Transitioning of private/corporate sector talent

Undergirding all of this, is this...

What’s needed to plant a firm foundation for growth...

Organizational CultureListening to staff

Treat like adults

Autonomy

Flex hours

Speak to supervisors without reprisal

Treating people well / Family-friendly

Compensation

Working remotely

Professional development

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Performance ManagementPiece of the whole organization in each individual’s role

Cross training

Sharing the big picture

Feedback frequency

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Board of DirectorsBuffer threatsBuild more diversity

••

POTENTIAL BENEFITS:Attract leadersRetention of staffReduced churnHighly productive, engaged staffBoard partnershipBetter relationships

••••••

Total Outcomes =Sustainable Organizations

SOLUTIONS:

Working with High PotentialsCross-TrainingEducationExternal coachingRegular feedback

••••

Work/Life Integration Ability to make an impact

Career Trajectory

Compensation

Four Talent Considerations

Mergers and Amalgamations

Dianne Lister, Senior AssociateDavid Hutchinson, CEO

Vancouver | Toronto | Ottawa | Canada www.hutchgroup.com