by Floyd Rumohr
Most nonprofit directors and managers are responsible for hiring to some degree.
At these times, the hiring hat will become a priority and might even feel like a burden, especially if an unexpected absence occurs and when responsibility for developing staff is hoisted into all of the other duties.
Most for-profit companies figured out a long time ago that it’s a big job. Many of them have dedicated human resource professionals who, among other things, manage the entirety of the hiring and onboarding process. Small and most mid-sized nonprofits don’t have that luxury.
As a result, nonprofit program, executive, development, and artistic directors often find themselves in the lead hiring role. The responsibilities of which are numerous and time-consuming:
- Arrange for and facilitate all planning meetings.
- Draft position descriptions.
- Advertise and list the position.
- Communicate with candidates and members of the hiring team.
- Arrange for and prepare all interview materials.
- Participate in interviews and document the process.
- Assess candidates.
- Check references.
- Recommend finalists to the executive director.
- Onboard the new hire.
The above responsibilities could be shared among hiring team members to lessen the load on any one particular staff person. Alternatively, an outside consultant could be retained in the role of hiring manager resources permitting. However each task is accomplished and whomever does it, each is as important as any other and time-pressured nonprofit professionals should be cautious of temptations to speed by or eliminate. Prioritizing is essential to the role but omitting any one of the above could result in bigger problems down the road.
Staff, board, or committee meetings can provide opportunities to discuss these essential tasks that build human resource management capacity.
Next up: high inquiry questions.