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Talent Solutions in an Era of Leadership Transitions
Dianne Lister David Hutchinson AFP Fundraising Day June 8, 2017 DESIGNED BY JOHN VANDUZER, WISHART.NET
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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...
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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:
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What does the data say?
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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
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AFP/CPRN Survey of Fundraisers, 2003
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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.
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AFP/CPRN Survey of Fundraisers, 2003
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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 >
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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.
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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
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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
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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:
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The Millennial Question
How to identify high-potential candidates from within and give them real leadership development and mentorship?
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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
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Meeting Millennials’Expectations
Greater input
Career paths
Appreciation Corporate values and responsibility
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NEEDED NOW:
A proper, eyes-wide-open transition of private/corporate sector talent
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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
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Undergirding all of this, is this...
What’s needed to plant a firm foundation for growth...
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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
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POTENTIAL BENEFITS:Attract leadersRetention of staffReduced churnHighly productive, engaged staffBoard partnershipBetter relationships
••••••
Total Outcomes =Sustainable Organizations
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SOLUTIONS:
Working with High PotentialsCross-TrainingEducationExternal coachingRegular feedback
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Work/Life Integration Ability to make an impact
Career Trajectory
Compensation
Four Talent Considerations
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Mergers and Amalgamations
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Dianne Lister, Senior AssociateDavid Hutchinson, CEO
Vancouver | Toronto | Ottawa | Canada www.hutchgroup.com