Harris Hill Salary Centre

Driven by high demand and short supply, fundraisers' salaries have been rising in recent years, but how have things changed in the last 12 months? What kind of roles are organisations offering and which are the most challenging to fill? Here's what our fundraising specialists had to say in our 2025 Salary Survey (available here).​​It’s not the way we might want it to happen, but a combination of fewer vacancies and significant redundancies across the sector has boosted the number of fundraisers in the market for new jobs, alleviating some of the more extreme candidate shortages that have characterised the last few years. That’s taken much of the pressure off salaries, which are broadly where we left them a year ago, with some in areas like trust fundraising for smaller charities even having slipped back slightly. Any uplift has been mainly at the most junior levels, thanks to candidates turning down starting salaries around £23k, on the understandable grounds that living on them has progressed from challenging to near-impossible, however many luxuries (travel, food, basic human dignity…) you’re prepared to give up. Rising costs and their causes are also behind a sharp rise in the number of 12-month contracts ‘with a view to extend if successful’. That’s essentially fundraising code for ’if you’re bringing in enough revenue for the role to pay for itself’. At a time when predicting anything much beyond a week in advance seems audacious, secure funding for the future is increasingly rare. As a result, we’re also seeing an increase in roles covering two or more fundraising functions, such as Corporate Partnerships and Trusts, Corporate and Community, or Community and Events. Nonetheless, fundraisers have been valiantly hitting targets and maintaining revenue despite the challenging market. The only trouble is that rising operational costs mean they need to be raising more than ever just to stand still. ​It’s not who you are, but where you’re at You’d imagine that having more fundraisers on the market would make vacancies easier to fill, but for every position where that holds true, there’s another that’s as challenging as ever, and the difference is often location. With charity HQs (particularly of larger organisations) heavily concentrated in the South East, fundraisers are too, presenting challenges for those hoping to recruit them further afield. Back within the fundraising heartlands however, it’s perhaps less about the office location than how often you want people there. Flexibility is still hugely important to candidates and fortunately for them, there’s little sign in the charity sector of the growing ’back to the office’ push currently afflicting the business world. For many organisations, that’s likely because the funds saved on office space are now a lifeline elsewhere, throwing a spanner in the works of any reversal. As such, flexibility looks ironically permanent, and asking candidates for more than three days a week on site is asking for trouble finding potential applicants. One reason is that many fundraisers have seized the opportunity of remote and hybrid working to swap the country’s priciest corner for places where their salaries will stretch further. Having done so, the prospect of returning to a longer and more expensive daily commute has all the appeal of a three-day train delay outside Milton Keynes, as they’d rather not discover in person. As for the most sought-after candidates? Making their tenth appearance too, it’s fundraisers with around a year’s experience: the sweet spot at which they’ve been trained (crucially, at someone else’s expense) and can add value, but are still junior enough to accept a lower salary. And as ever, there are very few of them around, largely because no-one wants to be the mug that invests in training new starters, only for everyone else to poach them the moment they’re done. So what is the solution? And will we still be asking this question in another ten years? That might be the one prediction we can make with absolute confidence...​​For more on the market, including this year's figures across each major department, see the full 2025 Salary Survey here, or for help with recruiting or your charity job search, just contact our specialists, call us on 020 7820 7300 or email info@harrishill.co.uk​Search charity jobs​View the survey​Read the Harris Hill Blog​

​The 2025 Harris Hill Salary Survey is out now (get your copy here), reporting on charity and not-for-profit sector salaries over the last 12 months, with the latest rates and expert insight for each of our specialist areas. This year we're also looking at how pay in the sector has evolved over the last 10 years, but first, here's what we had to say about the charity recruitment market in 2025.​What’s happening in the charity recruitment market?Sometimes it takes an expert, well-trained eye to tease out the trends in the salary data, but with this year’s crop of charity jobs, two things hit you in the face at first glance, as if you’ve deeply insulted their mother’s honour or gone for a night out in Kent.The first is the significantly lower-than-usual number of them, indicating a clear slowdown in hiring. That’s been reflected in the reduced activity on sector job boards, CharityJob recently reporting a 20% fall in job postings, following a 22% fall in the year before, figures that broadly align with our own experience.Faced with challenging economic conditions, a significant wave of redundancies still rippling through the sector, and a highly uncertain outlook, it’s no surprise to find charities fairly reticent about recruiting.That uncertainty is also behind the other striking feature of this year’s jobs: just how many have been offered on a temporary, interim or contract basis. However, closer inspection reveals that many of them are 12-month roles that are intended to be permanent, but funding beyond the first year is very much TBC.It’s just one of the many contortions — sorry, creative strategies — that are having to be adopted to keep essential roles covered.Evidence of another can be seen in the ever-increasing length of job descriptions. Hiring hasn’t reduced because there’s less work to be done – quite the opposite in fact, with 86% of charities reporting increased demand for their services, according to recent CAF research. This inevitably means more work for existing staff, adding extra duties to roles that many feel are already out of proportion to pay.​Recently we’ve even seen a marked rise in remits that are wildly unrealistic for one person, suggesting that for some organisations, the pressure to stretch resources ever further is severe enough to quash practical concerns like ‘could anyone actually do all this?’ and ‘will anyone be prepared to for £32,000?’As we’ve noted before, the choice for many workers is increasingly between no job, or a job doing the work of multiple people, but how far can this go? For as long as services are broadly unaffected (staff picking up the cost in terms of their time and wellbeing), we suspect it’s unlikely to change, but despite their limited leverage in the current market, some candidates are starting to push back, rejecting offers that fail to reflect the scale of the task they’d be taking on.​The pendulum swings backWith application numbers up by more than 50%, it’s a dramatic turnaround from the candidate-short market of just two years ago. Yet any time saved on searching is lost twice over to the now bigger task of managing candidates through the process and sorting the superstars from the standard balls of space gas.If only there were a specialist agency who could help…Meanwhile if you’re seeking a move......there’s no denying the extra competition you’re likely to face. However you’d be surprised how far up the pecking order you can jump by simply tailoring your application, polishing your CV, writing a strong supporting statement and preparing for interviews. Many who landed their last job with relatively little effort make the mistake of expecting to do so again, so you can leapfrog a lot of them by avoiding corner-cutting and simply doing the basics well.​​​​​For more on the market, including this year's figures across each major department, see the full 2025 Salary Survey here, or for help with recruiting or your charity job search, just contact our specialists, call us on 020 7820 7300 or email info@harrishill.co.uk​Search charity jobs​View the survey​Read the Harris Hill Blog​

​The way we communicate at work has changed dramatically over the past few years. With an array of digital tools and social platforms at our fingertips, we're communicating and meeting more frequently and efficiently than ever. But is digital evolution at the cost of meaningful connection?If we rely too much on Teams and not enough on being a team, what do we leave behind? Freelance writer Nicola Greenbrook explores the balance between convenience and connection - and asks if it’s time to rethink how we communicate in a hybrid world. A shift in workplace connection Communication at work has undergone a major transformation. In the 1980s and 1990s, we were in our desk phones, memos and face-to-face meetings era. A quick desk-side chat or water cooler moment was an essential part of the working day. Email arrived with a bang (or rather, a ping) in the early 2000s and became ubiquitous at the office, along with mobile phones and text messaging. By the 2010s, smartphones were omnipresent, fax machines made way for scanners and chat tools like Yammer joined the party. With a growing focus on seeking work-life balance and not being tethered to the office, these digital tools helped create a remote workforce. Still, sadly, not a distant memory, 2020 brought the COVID-19 pandemic—and with it, a sudden upheaval in how we worked. As remote work became mandatory, platforms like Zoom and Teams surged in popularity, keeping us productive and connected through uncertain times In the current landscape, hybrid working has reshaped our daily interactions. From digital tools like Slack for real-time collaboration, Google Meet video calls for meetings and project management platforms like Trello to align and update on shared goals, we’re spoiled for choice. How digital tools power remote teams The upsides to using digital tools to work remotely are wide-reaching. Arguably, one of the biggest benefits is the positive impact on our work-life balance. Remote working allows us to fit work around our busy schedules and balance professional responsibilities with personal ones; from caregiving to volunteering and creative pursuits. For many, productivity levels are supercharged, with fewer workplace distractions and less commuting helping us accomplish more. Plus, there are cost-efficiencies for employees and employers, saving on travel and food expenses, as well as reduced overhead costs related to office space and utilities. All of this is powered by digital communication tools that connect us globally, instantly and asynchronously. With screen-sharing, greater inclusivity and real-time editing, we’re streamlining like pros and communicating at warp speed! ...and the downsides of digital dependence Digital tools may have transformed how we communicate and what we can achieve, making conversations quicker, more efficient and global — but have we sacrificed the warmth and spontaneity that come with in-person meetings and phone calls? There’s also a subtle shift in how we value time and interaction. With the advent of video calls, a quick check-in or casual chat now often feels like a scheduled event that must be carefully planned into an already meeting-heavy day. Real-time conversations — whether over a screen or in the office kitchen — can feel intrusive or draining, especially after hours of screen time. Other disadvantages include: Technostress, which People Management defines as the feeling of anxiety, frustration and overload caused by the use of technology. Constant connectivity can disrupt concentration, increase mistakes and leave us feeling dissatisfied and empty. Screen fatigue and Zoom gloom, where the pressure to be constantly visible makes connection feel superficial, and endless scrolling and video calls leave us feeling exhausted. Digital burnout, when non-stop connection can lead to emotional exhaustion, decreased productivity and even a disconnection from real life. Loneliness. The Institute of Directors reports the risk of developing isolation when working remotely and feeling excluded from discussions, decisions and the workplace culture as a whole. We may be efficient, responsive and available, but are we truly connected? Di Gates, writing for People Management, doesn’t think so, and believes that “colleague relationships, not physical location, drive engagement, productivity, wellbeing and retention.” Di, the founder of Connection Heroes, a learning community for organisations that want to understand and improve employee connection across their remote and hybrid teams, reports that human connection at work is eroding - and this is a critical problem. Slack threads filled with playful emojis may spark quick replies and seem fun at the time, but they can sometimes water down empathy and lose a sense of genuine interaction. Rebuilding connection in a digital age: practical tips So, how can we start to rebuild meaningful workplace relationships and turn our focus to connection, rather than connectivity? Leaders and people professionals play a crucial role. Here are some strategies that could help foster authentic connections in remote and hybrid setups. Create opportunities for socialising: re-introduce on-site days, shared lunches and team off-sites to deepen relationships. Add workshops and creative huddles to build togetherness and collaboration and help tackle loneliness. Great creative with knowledge sharing: Whether it’s lunch-and-learns, casual but engaging internal talks or more structured mentorship programmes - offered in-person and digitally - it means best practices don’t get lost or siloed, and innovation thrives. Don’t make it all about work: Schedule regular catch-ups, virtual coffees and agenda-free chats for lighter-touch and more meaningful conversations. Upskill and equip leaders and teams: From active listening to using open questions in team meetings, consider training that will build a psychologically safe work environment and bolster work relationships. Offer emotional support to remote workers: Don’t forget regular check-ins, and encourage social interaction and personal contact if it’s been a little too Teams or Slack-heavy. This can help prevent feelings of isolation and disconnection. Revive the water cooler: Consider creating ‘gather’ spaces where unplanned, happy interactions can flourish. Sure, it could be replicated digitally - but if you can do it physically, even better. Stephen J. Bronner, writing for Inverse dives into the positive impact it can have on workplace culture. Go retro: Video calls can feel more like an obligation than a natural conversation, so why not give them a call instead? Phone calls help us to connect without the pressure of being 'on camera'. Face-to-face meetings allow for natural, nuanced exchanges, where body language and tone are key players. If there’s biscuits, even better. Reconnecting with what matters Digital tools offer countless benefits, but technology should enhance, not replace, connection. Remote and hybrid work might be here to stay, but so is our need for genuine, authentic work relationships. Rebalancing our communication culture with a thoughtful blend of digital and in-person catch-ups could help restore that all-important human touch. See you at the water cooler! ​Nicola Greenbrook London based freelance writer, podcaster and HR specialistContact Nicola​​​Meanwhile if you're currently seeking or recruiting for a remote, hybrid or even an office-based job in the charity sector, just reach out if you'd like our help: contact our specialists, call us on 020 7820 7300 or select an option below.​Search charity jobs​Recruit for your organisation​Read the Harris Hill Blog​

The brand new edition of the annual Harris Hill Salary Survey is now available, including the latest rates for more than 200 positions across the UK charity sector, and plenty of expert insight from our specialists. Find out more and how to get your copy here.

Or at least, a new logo you’ll be seeing wherever you see us from now on. Find out why, what's new, and what on earth we were thinking as we track our trusty trademark through a brief history of the Harris Hill brand...Meet the new Harris Hill logoYes, as you'll have gathered by now, we've got a (slightly) new look, but it's far from a dramatic departure. More the kind of modest adjustment it’s compulsory to label an 'evolution, not a revolution’ in pieces like these. It's the first tweak of the design since 2018, and the first of any significance for 15 years, so its time had come. ​But I fear change! Why have you done this? In 2026 we’ll be celebrating 30 years of bringing remarkable people in the charity sector together, so we’re sprucing all kinds of things up to ensure we're in good shape for the next 30 and beyond.And like any of us after many years of valiant service, our logo was starting to look a little tired and beyond its best. So earlier this year, we decided it was time for something new.At that point, you're supposed to throw a few £million at a terribly fashionable agency to spend a few months ‘exploring your brand essence’ (cajoling reluctant staff to stick things on mood boards), five minutes on a new design, and a year or two coming up with weapons-grade woo-woo about the way it expresses your values through the shape of the vowels. Or something.But we didn’t do that. Partly for budget reasons and partly because - as regular readers will know – we’re perfectly capable of coming up with our own meaningless bunkum when required. One key consideration, however, was that where you encounter our logo has changed dramatically in the past 15 years: you're now relatively unlikely to see it in print and far more likely to do so on-screen, and probably quite a small screen at that, given the proliferation of smartphones. We needed something better suited to that environment.At the same time, you'll know (unless you're a billionaire buyer of social media platforms) that when you have a well-established, distinctive and successful brand, it's rarely a good idea to throw out everything that made it work.So with that in mind, we’ve kept our distinctive bright cyan – you wouldn’t have it in your living room but can't miss it even when scrolling at speed – and simply replaced the type with something more legible when small, that’s neither too corporate nor too informal, but hits a sweet spot in the middle that feels very much right for the brand.​​What's more, as you'll have spotted immediately, the use of circular dots over the letter ‘i’ is of course a playful representation of our open approach, inspired by our all-encompassing passion for the sector. (See? Perfectly capable). How did we get here? We weren’t entirely sure either: although many of us have notched up more than a decade of loyal service, no-one's been here for all three. But even if you're a logo, you don't get to 30 without a few questionable style choices along the way, so out of curiosity we've trawled the archives and searched the hard drives to bring you - whether you asked for it or not - a brief history of the Harris Hill logo, as seen through generations of the Harris Hill site.​​1996-1999Legend has it that our quest to provide a better recruitment service for charities began above a shop in Kingston in 1996. Sadly there's no trace to be found of our '90s logo, but if what followed was considered an improvement, it looks like we've all had a lucky escape.​2000Our very first website was unleashed upon the world, proudly emblazoned with this extraordinary creation.The calligraphy! The shadowing! The overall sense of funeral home! It’s really quite...something. As for the tagline below it: ‘Where did you want those capital letters and quote marks?’ ‘Oh, just put them anywhere you like’ To be fair, it was a different time. The 1800s, by the look of it. Still, things could only get better, right? ​​​2002I may have spoken too soon. By 2002 the world had discovered you could animate parts of your website and everyone was at it. It could have things that moved or flashed. It could have video-like transitions. It could fail to run on most computers and that would just show how cutting-edge you were. Our contribution was to greet visitors to our second website with a mysterious blue circle, upon which the names of our specialisms would gradually appear, sliding to various points around the circle, and when you woke up three hours later you'd be looking at this wilfully-impractical wonder, for which the brief was presumably 'ill-advised and increasingly desperate Top of the Pops rebrand circa 1994'. However, we did at least provide a ‘Skip intro’ button, which in the absence of any earlier sightings I can only conclude we invented, so that’ll be £20 million or so please, Netflix.​​2004A rather more sensible approach had entered the building by the time of the next update, notable for introducing the ‘charity recruitment specialists’ tagline, and for being the first Harris Hill logo you could send to a merchandise printer without reducing them to tears.Bravo and branded stressballs all round.​​​​2007We can't show you our late-noughties website as only the text will display these days. We don’t know what was wrong with the imagery, but when even the internet refuses to show it, it’s surely a bit of a concern.However, other sources show that 2004’s red logo lived on, later joined by assorted purple variants marking the launch of our Executive business. ​2010As political power in the UK switched from red to blue, so too did our logo. Coincidence? Almost certainly, but the 2010 makeover is notable for introducing much of the branding you know and feel largely indifferent to today, with the debut of ‘bringing remarkable people together’ and our now-signature cyan. Look, at no point did I say this was going to be exciting.​​​2013-17Some stability at last in the logo's turbulent life, sailing more or less unscathed through the next two generations of our site.Both were externally designed and growing steadily more sophisticated, expanding significantly in 2016 with the launch of the Harris Hill Blog, greater focus on our specialisms, and a standalone site for Harris Hill Independent Schools. ​​2018Bringing remarkable people together remains our mission to this day, but it's not the easiest thing to fit into a tiny box on Twitter (RIP).The rise of all things digital called for something a little more compact, so restoring 'charity recruitment specialists’ fitted the bill, as well as providing a succinct description of what we do.For the less observant browser, it also stops us being mistaken for a ski jump, animal hospital or cemetery (see below), or an amusement park, elementary school or nursing facility, although you'd forgive the confusion at times.​​​​All of which brings us up to the present day and the site you're looking at right now, reading a piece about the launch of our brand new logo. And thus, the circle is complete.That generally means it's time to go, but we hope it's been enlightening, and if there's anything we can help with regarding a vacancy or your next career move, please don't hesitate to give our specialist consultants a call, or email us on info@harrishill.co.ukTeam HH​​​Search charity jobs​Recruit for your organisation​Read the Harris Hill Blog​

Interview nerves aren’t just for applicants any more. Competition for talent means that those asking the questions need to make a good impression too, yet training is thin on the ground, so we’re sharing some tips and observations from our own experience of charity interviews over many (many) years.We’ve covered planning and process already, so it’s time to tackle the big day and some suggestions for questions.Part 2: during the interview​First impressions count. Even for employers. As we know from every interview guide ever written, candidates should be smart, punctual, friendly, well-prepared and give you their undivided attention at all times. So it’s surprising how frequently interviewers fall short of these standards, given the tales we hear of candidates kept waiting for 40 minutes or more, unwelcoming staff who weren’t expecting them, interviewers visibly reading their CV for the first time, and more of these cardinal sins. If this is the effort put in when you’re trying to attract them, candidates may reason, how little would you make once they’re staff? If you’re meeting in person, remember that candidates will be assessing you and the organisation from the moment they arrive, so consider everything they’ll encounter and ensure they’ll get a friendly and courteous welcome. Online, give yourself time to test the technology and ensure it’s running smoothly before you start, and ensure candidates have everything they need to access the session well in advance.Either way, be sure to do at least the most basic preparation beforehand. If time is tight and there’s really no alternative, it’s probably better to be three minutes late having read their CV and learned who they are, than right on time knowing nothing. Don't ask: unlawful questions Which might sound obvious, but as the study we mentioned earlier discovered, understanding of what’s acceptable to ask varies enormously and is very often incorrect, resulting in as many as 85% of interviewers asking ‘off-limits’ questions. Under the Equality Act 2010 it’s illegal to ask anything related to ‘protected characteristics’, which include age, gender, ethnicity, religion, marital status, sexual orientation and more: the Equality and Human Rights Commission has the full list here.This means that questions that can easily arise in everyday conversation - when someone graduated, or whether they have children, for example – can be unlawful to ask in an interview setting, so without specific and up-to-date training, it’s easy to put yourself at risk of a potential lawsuit. Here's a pretty comprehensive list (with examples) of questions that should be avoided.Instead, try asking inclusive questions: our recent blog on inclusive recruitment has some examples.​Don't ask: irrelevant questions Questions that don’t seem relevant to the job suggest several things to candidates: that the person asking doesn’t understand the role, that it’s some kind of trick question or test, or that the role isn’t what they thought it was, none of which are helpful. This also applies to the kind of cryptic questions popularised in the ‘90s by consultancies about to go spectacularly bust, like ‘What colour is your elephant?’ All these are likely to achieve is to kill off any rapport you’d managed to build now that everyone feels uncomfortable, you’re struggling to remember if purple’s a good answer or borderline sociopathic, and not a single person knows why it’s an elephant. Is this helping?​Ask: original questionsAs any seasoned rock star will tell you, you don’t want to overdo the new material (see above), but rolling out the same old classics yields diminishing rewards: what are your strengths and weaknesses, where do you see yourself in five years’ time, yada yada – guitar solo – yada. With countless answers to these widely available online, how will you know if the one you’re hearing is original, or just a carefully-memorised cover? It’s still valuable to know about candidates’ strengths and weaknesses, but by phrasing the question differently you’re less likely to get a stock response. For example ‘what are you most proud of in your current job?’ or ‘what do people always come to you for?’ to bring out strengths, or ‘tell me about a time you messed up?’ or ‘what’s the last thing your colleagues would put you in charge of?' to cue up discussion of weaker points. Less predictable questions are more likely to generate freshly-formed thoughts, giving you a better sense of their personality than rehearsed answers would reveal. ​Ask: questions that are closely related to the job description Such as ‘can you give me an example of when you demonstrated this skill?’ or ‘tell me about your experience of this type of work?’The good news is that questions like these should come fairly naturally; if you find yourself straying far from the job description, it’s probably a sign that it needs updating. Listen out for...Answers that tell you about the candidate’s personal achievements, not just what they’ve done as a team. However it’s a question of balance: if it’s always ‘we did…’ rather than ‘I did…’ it can be hard to gauge their contribution, yet if it’s ‘I did..’ all the way, are they really the team player described on their CV, or could they be taking credit for others’ achievements? Ideally, you’ll hear a mix of both. People who might bring something new to the table, not just a replica of something you already have. It’s natural to gravitate towards candidates who remind you of strong existing staff, but diversity is more than a buzzword – it’s a very sound recruitment strategy. That’s because a team full of very similar people with very similar strengths will often clash, not helped by sharing the same weaknesses too, while a broader range of skills and characteristics can often complement each other, making for a stronger, more rounded and capable team. Questions about the job, campaigns, what they can get involved in, plans for the organisation and others along these lines. They’re a good sign that your candidate’s interested in the job and giving it serious consideration. Questions around things like annual leave and salary are absolutely fine, but if they're the only questions asked, it could be more of a warning sign. ​Be ready to answer questions tooInterviews are a two-way process, so be prepared to answer candidates’ questions openly and honestly. Don’t paint an unrealistic picture – if they feel you’re hiding things it’ll harm your chances, just as it would if they did the same.​After the interview Make the next steps clear so that candidates know when they’ll get a decision, and stick to it. If you like them, hire them and if not, don’t, but don’t leave them waiting for weeks while you decide. Even if they’re still available by the time you make an offer, it can give the impression that they weren’t your first choice. Whatever the outcome, always give feedback and make it specific to their interview. Even if they weren’t right for you/the role, it’s still wise to leave them with a good impression of you as an employer: it’s a relatively small sector and people talk. So to summarise: Remember that interviews are a two-way process: candidates will be assessing you just as you’re assessing them. Plan interviews carefully to ensure a consistent, inclusive and candidate-friendly approach Think through every step of the process from the candidate perspective and make sure they all give the right impression. And don’t be afraid to question established procedures if they're actively working against you. Treat candidates with the same respect and professionalism you expect from them. Steer clear of personal, over-used and irrelevant questions – keep them fresh and closely related to the job at hand. Answer candidate questions honestly and make clear when they’ll hear from you (then make sure they do). Finally, remember that interviews aren’t just a means of selecting new staff; they’re an opportunity to enhance your employer brand. The more people that go away with a positive impression, whether or not they get the job, the easier recruitment will be in future. Good luck! ​Team Harris Hill​For more information and advice on conducting interviews, speak with one of our specialist consultants, send us an email, or call us on 020 7820 7300.Read part one​Recruit for your organisation​Read the Harris Hill Blog

It’s the big day and even your butterflies are nervous. You don’t get many chances so you can’t afford to mess this one up; you’ve got to make them see you’re ideal. But what if they still accept another offer? Yes, interview nerves aren’t just for applicants any more. The battle for talent means employers can’t always assume the upper hand, particularly in areas like fundraising where candidates may have multiple offers, so charities really need to make the right impression. But while interview tips for job-seekers are everywhere, what if you’re asking the questions? We asked the internet but it basically shrugged, pretended not to hear and tried distracting us with videos of (adorable) snowboarding dogs - so in this guide started some hours later, we’ll share some of the things we've learned from almost 30 years of organising, conducting or participating in charity sector interviews.Part 1: planning ahead ​Success, as any number of insufferable LinkedIn posts will tell you, is all in the planning. So before we tackle the questions, some interview preparation: why it’s essential for employers and how to set yourself up for a successful outcome. Starting with a very simple question… ​What’s the point of interviews? ​Judging by just about every portrayal of an interview in everything ever made, they’re the all-powerful employer’s opportunity to grill potential candidates and decide who to hire. Will our plucky protagonist get the job? Who will get through? Dramatic music and unnecessarily long pauses!However the perspective we rarely see is that they’re also a chance for candidates to evaluate employers and decide where they want to work.Poor interview practice is often a result of failing to consider the candidate perspective, but both are essential: there’s little point in a process that brilliantly identifies the best candidates if none of them subsequently want the job.​So what makes candidates want to work for you? Their opinion of you as an employer, otherwise known as your employer brand. And what - according to research by corporate recruitment giant Robert Walters and Third Sector’s Employer Branding Insights report from a few years ago - has the greatest impact on those opinions? Interviews, of course. ​In the Robert Walters study, albeit conducted overseas, 97% of candidates cited interviews as ‘important’ or ‘extremely important’ in shaping their opinion of employers, while here in the Third Sector the number one factor, cited by 81.9%, was ‘the impression left by interviewers’. Third Sector’s report also revealed that no less than 89% of candidates would turn down a job based on a bad interview experience, which is why they're not the only ones who need to impress at interviews. In a close-knit sector where people love to talk, getting it wrong can quickly damage your employer brand, making it harder to attract quality candidates, thereby affecting your organisation and by extension, potentially even your own career.​It’s a good thing managers are trained before they start interviewing then – aren’t they? Well, yes and no. But mainly no, according to CIPD research which found that only 28% of UK employers consistently provide such training, while a 2018 study by science and technology specialists Hyper Recruitment Solutions found that 47% of hiring managers had never received relevant training, rising to 64% of those with recently-acquired interviewing responsibilities.​For charities, rarely burdened with tech-industry training budgets, the picture may be even worse. We’d better get on with those tips….​1. Choose your interviewers wisely Two of them ideally, one being the immediate line manager, while the other might be their manager, the head of department or HR. However, job title matters far less than their knowledge of the post you want to fill. Someone who’s previously worked in the role, for example, will likely be a better advocate for the job and better able to judge someone’s suitability than a more distant senior figure - however their strength will be in advocating for the organisation, bringing the big-picture perspective to its ambitions, values, impact and future direction.Having interviewers who each bring something different to the table is helpful, but doesn't require the whole ‘good cop/bad cop’ routine, however much you might like the uniform. Changing things up for the second round can add fresh perspectives and stop it feeling like a re-run of the first, and if you’re meeting in person, why not arrange a few informal chats with other team members too? It's an approach we can vouch for ourselves that gives us the benefit of more opinions, while candidates get a better feel for the workplace and whether it’s right for them.2. Set a smart schedule… ​The overall aim should be to keep the process as short as possible - dragging it out increases the risk of losing top candidates to faster-moving employers – but for a level playing field, all candidates should meet the same panel. One solution could be to hold all interviews on the same day, but be realistic about what’s achievable. Seeing three candidates might be fine, but schedule six back-to-back sessions and it’s almost inevitable that you’ll be interrupted, end up running late, and after six rounds of the same conversation, thoroughly confused about who said what. To save everyone from potential disadvantage, set a schedule where you’ll be similarly fresh (or at least equally exhausted) for all of them. 3 …and stick to it ​Once the arrangements are circulated, consider them set in stone. Come hell or high water – and both seem increasingly likely - they’re not to be shunted around, since candidates may have gone to great lengths for time off to attend. Those working from home may have more flexibility, but if they’re office-based, beginning or end-of-day timeslots are preferable, simply because it’s easier to invent a reason to arrive late/leave early than to disappear mid-morning, looking curiously smart… And while you might be able to reschedule at a moment’s notice, remember it could be far trickier for your interviewee. It’s already the fourth time their grandmother’s been buried, and now it’s been bumped to next Tuesday? 4. Know the rules (and when to bend them) ​It might not always feel like it, but policies are generally intended to help you, so if they’re actually holding you back it’s worth finding out if exceptions can be made. For example, two-stage interviews might be your organisation’s standard procedure, but are they truly essential for the junior vacancy you’re trying to fill? If second interviews only confirm your first impressions, there’s a fair argument for skipping them entirely. Or what if you happen to find the perfect candidate who’s eager to join, but for balance, you’re obliged to see at least three? Do you break the rules to snap them up, or keep them hanging while you try to find two more? There’s a risk of losing your first choice in that time (as has happened to clients of ours), and is it fair to those who are only making up the numbers?You can’t plan for every eventuality, but you can get to know your organisation’s recruitment policies, identify any likely obstacles, and address them with the relevant people before you get there. They may even know a good way around them. ​​​​Now you’ve got the perfect panel in place, commitment to an achievable, candidate-friendly schedule, and potential roadblocks cleared from the way ahead, you’re ready to start asking some questions. Which is what we’ll discuss in part 2.​​​Read part two ►​tSearch charity jobs​Recruit for your organisation​Read the Harris Hill Blogt

In a world where you can advertise jobs and hold interviews from the comfort of your kitchen table, is there any benefit to bringing professional recruiters on board? We investigate, discover far too many, then whittle them down to...Ten reasons you need a recruitment agency Okay, ‘need’ is a strong word, but try getting ‘would benefit greatly from working with’ into a punchy headline.If you’re looking for jobs, there’s little question: being with an agency gives you access to more opportunities, help and support with your search, and costs you precisely nothing, so it’s difficult to see a downside. For an organisation looking to hire, however, it’s not quite that simple. Putting an agency on the case might be the easiest (and we’d argue, most effective) option, but in these belt-tightening times, couldn’t you get the same result and cut costs by doing it all yourself? After all, if you're in a position to be hiring, you’re probably no stranger to the recruitment process. And unlike, say, performing heart surgery or directing air traffic, it seems like the kind of thing you could probably have a bash at without any specific training, and not risk imminent catastrophe. Clearly, it's an option, but is it the most efficient one that will deliver the best outcome? Can you afford to spend the time, and what happens to your other projects in the meantime? And crucially, once all these things are factored in, will you actually save any money? As a recruitment agency ourselves (full disclosure: that’s kind of our thing), you can probably guess where we stand on this, but there are very good reasons behind it. And if you're prepared to read on, strap in, because we're fully prepared to list them.Let's do this.​​1. Saving your time It’s very easy to underestimate the time you’ll spend on a recruitment campaign, or to imagine you’ll be able to schedule it neatly around your existing projects without affecting them. That might initially be the case as you prepare the job description and advert, but once it’s posted, it’s anyone’s guess what you'll get, like sending a parcel through Yodel. People will respond. Many will have questions. Some of them will even be about the job. There could be a deluge of applications that takes days to deal with, or almost nothing at all, sending you back to the drawing board. And if you do find promising candidates, you’ll need to move quickly before they’re snapped up elsewhere, which could throw out your schedule.About the only certainty is that it’ll demand considerably more of your time than you expect. Brief it to an agency however, and all of this is off your shoulders. You’ll need to choose who to interview and do so, of course, but they’ll take care of all the sourcing, vetting and co-ordinating with candidates, leaving you free to get on with your work. 2. Keeping it legal Regulation around the recruitment process is always evolving, concerning things like the right to work, data protection, discrimination by age/race/gender and so forth, so if you haven’t recruited for a while, what’s considered best practice has probably changed. It’s a lot to keep up with if it’s not your everyday role, so if you’re at all uncertain, going through a reputable agency is a good way to quell your concerns. Or at least to make it their problem. ​​3. Market insight Knowing your market is a big advantage when you need to find new talent, and even if it’s a field you often recruit in, you’ll struggle to know it better than a specialist consultant who does so all day, every day, for multiple organisations, all year round (bar the odd fortnight in Marbella). ​Their up-to-the-minute insight can make all the difference when suitable candidates are scarce.4. A broader reachAdvertising predominantly reaches those who are actively job-seeking, but in the charity sector, limited numbers usually mean you’ll also need those who aren’t. You might also want to reach a more diverse range of people than have applied for previous vacancies.​This is where a specialist agency can be invaluable, because they’ll know many of the right people already. For example in our case, having worked solely with the charity sector for almost 30 years, there’s a good chance we’ve placed them or at least had some interaction before. Even if we haven’t, we've got the resources, privileged access to LinkedIn, and a range of powerful proactive search tools to track them down. It's less alarming than it sounds.5. Better candidates Recruiting directly means dealing with every application that comes in: the good, the bad and the wildly irrelevant, of which there tend to be quite a few. By contrast we use rigorous screening processes to ensure applicants meet the required qualifications, experience, and cultural fit, filtering out the unsuitable to ensure that you only see candidates who are worth your time to review. You’d expect us to say that, of course, but while we can’t speak for our entire agency brethren, for us it’s simply a matter of logic: our goal is to fill the vacancy, and for you to be delighted and return, so it’s always in our interests (neatly aligned with yours here) to put forward the very best possible candidates.6. Knowledgeable advice and support To fill a position successfully, you need to see it in the context of the wider sector: how does it compare to similar roles elsewhere? Are there many people with the skills you need, and where are they likely to be? What would attract them to the role? Working with an agency gives you a recruitment partner with that crucial external perspective: as sector specialists, for example, our consultants can offer deep insights into the job market, salary benchmarking and hiring trends. They'll also be happy to discuss recruitment strategy more broadly, and can offer an informed professional opinion on anything you’re unsure of, to help you make the best decisions.​7. Selling the opportunity In our experience, hiring managers can often talk animatedly and at length about the job and the type of person they need, but when asked what they offer in return, everyone looks a little awkward and tumbleweeds roll by. We're exaggerating slightly, but it's reflected in a lot of charity job descriptions, with lists of responsibilities and essential/desirable characteristics that far outweigh everything else. And it's notable how often, when asked what makes them a good employer, charities talk only about the benefits of their work to society, not the benefits of being a member of staff. That gap is a real problem if you're trying to recruit, but fortunately, one that recruitment consultants are perfectly placed to fill, because finding the positives from a candidate perspective and generating interest with them is like breathing to these people.It's what they do, and they're very good at it. I've been promised they'll release me now.Here at Harris Hill (other agencies are, for now, available), we can also work with you to develop a strong employer brand that communicates your strengths as a place to work. And if you already have one, it needn’t be compromised by working with an agency. We can mirror your branding and processes to provide a candidate experience entirely consistent with your own, acting as ambassadors for your organisation. 8. Keeping it confidential Conversely, while we’re all for openness and transparency, there are times when the brand needs to stay in the shadows; when it would be inappropriate, insensitive or simply unhelpful to tell the world you’re recruiting for a particular position. That’s very difficult when recruiting directly, so agencies are the ideal solution for sensitive roles or situations requiring discretion, providing an anonymous and professional buffer during the recruitment process. ​9. Flexibility Hiring directly is one thing for permanent positions, but maintaining your own roster of available talent for temporary or contract roles is a very different proposition, and likely unfeasible for most organisations. However, agencies are the obvious solution here too, as that’s exactly what many of them do. So in our case, for example, whether it’s for a week, for a year or forever (give or take), we’ll be able to adapt to your specific requirements. ​10. Cost ‘Now hold on a minute...’, you're thinking, ‘...isn’t this the main reason not to use an agency?’ That's certainly what you'd see from the road, so to speak, but it’s worth going up for a closer look, because there are things you might not have considered that mitigate it quite significantly:•Aside from the most senior executive roles, recruitment is generally on a contingency basis, where payment is contingent on a successful result. In short, that means you only pay if we succeed in filling the vacancy, and if not, there’s no charge. This arrangement makes it impossible to waste money on recruitment campaigns that don’t work, something that’s only too possible when running your own. • Fees are agreed at the outset, and in our case at least, you won’t pay a penny more, even if the campaign proves far longer and more challenging than expected. • There is no cost-free option. Doing everything yourself might seem cheaper on the surface, but it comes at the cost of your time, which itself is a cost to the organisation. And unlike an agency fee, nothing will stop it going up and up, the longer it takes to fill the position.• There’s also the cost of advertising the role to consider. Recruitment agencies typically post far more jobs than a single organisation, so they tend to get much better rates from job boards. Most share the benefit of this, offering discounted advertising, but rumour has it there's even one super-generous agency, specialising in the charity sector, couple of ‘H’s in the name, who won't charge you for it at all. Chapeau! (whoever you are).​All told, it’s worth looking carefully at the numbers to see how your options really stack up. Ultimately, only you will know how the total cost of your time spent recruiting, your advertising spend, and the cost of delaying other work compares with an agency fee, but we’re willing to bet it’s a lot closer than you think. ​In fact, you may well find that recruiting through an agency doesn’t just make financial sense, save time, make you better-looking and bring you lots of new friends (I may be embellishing a little), but delivers better outcomes in terms of candidate quality, choice, diversity, the candidate experience, and all the other factors we’ve outlined above. Why not call one today? David Young, Director of Marketing, and the team at Harris Hill​​​To find out more about how we can help your organisation to recruit, follow the links below to contact our consultants or read more about our services. You can also submit a job directly, or give us a call on 020 7820 7300. We'd be happy to help!​Contact our specialists​Recruit for your organisation​​Submit a vacancy​Read more from the Harris Hill Blog ►​