The Harris Hill Executive Search practice combines experienced consulting, dedicated research and extensive networks to deliver targeted and intelligent recruitment solutions in the charity and not-for-profit sectors.
Our significant success, in terms of the calibre of our candidates and the contributions they make to the organisations in which they are placed, is attributable to our proactive partnership approach with our clients. We understand the importance of robust, efficient and cost-effective executive campaigns, whether senior level management or trustee positions, and we provide bespoke and flexible solutions to suit any organisation.
We are committed to a high level of client and candidate care at every step of our campaigns, providing timely updates and constructive feedback.
Harris Hill Executive Search white papers
Drawing on our sector knowledge and daily interactions with chief executives and senior leaders, our white papers offer detailed analysis of some of the key issues for leadership teams throughout the charity and not for profit sectors.
In the first of the series, we explore the variety of insights and approaches to the ever-expanding role, benefits and potential pitfalls of social media.
View or download your copy (pdf document):
Director - Marketing & Communications
CEO of Harris Hill Ltd
Regional Director - South West
Principal Consultant - Fundraising & Events
Director - Executive Search
Manager - Marketing, PR and Digital
Director - Executive Search
Senior Consultant - Finance
Resourcing Consultant - South West
Principal Consultant - Human Resources
Interim Chief Executive Officer
Interim Chief Executive Officer - Cycling UK Guildford (working from home during Covid-19 social distancing measures, as per official advice) 5-6 months Preferred start date: Monday 27th April PAYE: 85,000 - 95,000 pro rata OR 500 - 600 per day (successful candidate's preference) About Cycling UK "Cycling UK's vision is of a healthier, happier and cleaner world, because more people cycle. We want people of all ages, backgrounds and abilities to be able to cycle safely, easily and enjoyably. Cycling UK has championed the cause of cycling for more than 140 years. We promote all forms of cycling, protect the interests of existing and would-be cyclists, and inspire people of all ages, backgrounds and abilities to discover the joys of cycling. As an independent, democratic and expert organisation, our activities reflect the commitment of our members, volunteers and partners to make cycling mainstream, making a lasting difference to the lives of individuals and communities." Cycling UK is a well-established charity with 100 staff around the UK, all currently working from home, and 68,000 members. The charity is currently in the middle of a five-year strategy for 2018-23, focusing on getting more people cycling. It plans to attract more members and provide more opportunities for members to get involved in the cycling movement. Key strategic goals are: Grow and diversify income across the organisation, in order to develop Grow a bigger, more diverse volunteer network Improve the way Cycling UK engages with groups Expand the organisation's behaviour change programmes Collaborate more Influence a wider range of people Be more responsive to the needs of different places With the current CEO leaving at the end of April, there is a need for an interim CEO to make a quick start in the post and ensure smooth operations continue whilst the permanent CEO is appointed. Key work areas for the interim CEO will be: Leadership of the senior management team Leading Cycling UK's response to Covid-19 With the SMT, revisiting the charity's business plan and drawing up an agreed list of priorities for the next 6 months Digital strategy identify current position regarding key digital systems, decide on next steps and take the resulting strategy forward Support the SMT with their current projects Identifying any other key strengths and weaknesses in the organisation Keeping an internal focus and ensuring that the other members of SMT continue to focus on external projects. The successful interim candidate will have: Track record of senior leadership experience, preferably at CEO level, in organisations of comparable scale and complexity, ideally in the charity or membership organisation sectors Strong experience of developing and implementing organisation-wide business plans Demonstrable expertise in developing and implementing effective systems, policies and procedures around HR, finance, corporate services, governance Track record of senior team management and development The resilience and flexibility to lead an organisation through unprecedented circumstances Ideally, experience in leading remote teams Requirements: Ability to perform the role from home for as long as is required, and when official advice changes, to work from the office in Guildford. Availability to start by end of April (preferred date: Monday 27th April). Timeline: Closing date for applications: 9am Tuesday 14th April Remote preliminary interviews with Harris Hill: ongoing until midday Thursday 16th April Shortlisting: afternoon of Thursday 16th April Remote interviews with the appointment panel at Cycling UK: Saturday 18th April (or subsequent evenings with prior arrangement) Whilst there will be a competitive process for the permanent CEO role (and the permanent role will be much more externally focused), the interim CEO will be welcome to apply for the permanent role, and successful performance in the interim role is likely to be advantageous. For more details, including how to apply, please download the role profile and person specification here. The application form can be found here. To arrange a conversation to discuss the position with the Search Consultant, please email Jenny Hills, Director at Harris Hill, at email@example.com or call her on 0207 820 7321. CVs or professional bios / summaries are welcome in the first instance as a basis for discussion but not required at this stage. Your enquiry will be treated in the strictest confidence.
PAYE salary £85,000-£90,000 pro rata OR day rate of £500-600
Chief Executive Officer
Blue Triangle Housing Association is a provider of accommodation and support to vulnerable people across the West of Scotland. The mission of the organisation is to support, accommodate and assist vulnerable people to achieve better lives. The organisation works with people of all ages and backgrounds and provides access to learning and development, training, housing and additional support to those affected by drugs and alcohol. Blue Triangle Housing Association is an award-winning charitable organisation that works with individuals with challenging behaviours and needs and helps them to build better lives that lead to better futures. Harris Hill is working with Blue Triangle to recruit a new Chief Executive that will lead them into the next stage of the organisation’s growth and development in order to further impact their service users. The new CEO will have the wide-reaching task of developing new income streams, digital transformation and providing strong and effective leadership that impacts performance and leads to the best possible outcomes for service users. Ideally the preferred candidate will have experience within the charitable sector as well as knowledge and experience of the homeless sector and regulatory issues in Scotland. As many of the organisation’s employees are based in regions across the West of Scotland the new CEO must have strong communication skills and have a flexible and entrepreneurial approach to take the organisation forward in line with its strategic objectives. The closing date for applications: Friday 17th April 2020 1st stage interviews: Tuesday 28th April 2020 2nd stage interviews: Tuesday 5th May 2020 If you would like to submit an application or would like to learn more about the role and the organisation then please contact Jason Jederon, Senior Consultant or Aled Morris, CEO at Harris Hill. Jason Jederon: firstname.lastname@example.org | 07388 949510 Aled Morris: email@example.com | 020 7820 7301
£70,846 - 84,048 per year
Passionate about education? Want to contribute to an award-winning charity? Dedicated to creating a world where many more young people are able to thrive? If you do, Yes Futures would love to hear from you! Yes Futures is a multi-award-winning charity which is working successfully to create a future where all young people are confident, resilient and lead fulfilling lives. Founded and run by ‘outstanding’ qualified teachers, we empower young people to make ambitious choices and realise their potential through developing their confidence, resilience and skills, leading to success both in and out of the classroom. Our programmes have made a proven positive difference to the lives of over 1500 young people, across over 50 schools, since 2013. We are steadily growing to reach even more schools each year, and after an extremely successful start-up phase, in 2020 we will begin planning our 2025 strategy. Chair We are at a particularly exciting stage in our development, and we are seeking a highly successful, committed and innovative leader to serve as Chair. Our new Chair will work collaboratively with our Chief Executive and our Board to help guide Yes Futures’ strategy towards continued future success. You will be expected to be a proactive champion for Yes Futures and enjoy the ambassadorial nature of the role. You will evidence a passion for supporting children and young people and be ambitious about the huge social impact Yes Futures can deliver. You will be excited about driving our strategy for future growth and ensuring maximum impact for our beneficiaries. You will ideally bring significant professional experience gained within the education, young people or social enterprise sectors. You may also bring experience, either in an executive or non-executive capacity, of supporting an organisation on a growth trajectory. You will demonstrate sufficient knowledge and understanding of the role of Chair and you will have the experience and character to add weight and gravitas to the role. We are also very conscious of diversity in its broadest possible terms and strive within our staff and Board teams to reflect the richness and diversity of the communities we serve. This is a unique opportunity to have an incredible impact on our quickly growing education charity. Closing date – 9.00am Monday 27th April First stage interviews – Early May Final panel interviews – Late May Coronavirus: We are monitoring the impact of the current pandemic and reserve the right to extend the deadline for submissions and the timeline for interviews, dependent upon the prevailing situation in the UK at the time and the advice and guidance provided by Government. If you are potentially interested in this role and would welcome a confidential conversation please contact our advising consultant, Philip Nelson on 020 7820 7314 or via email at firstname.lastname@example.org. To view the information pack click here.
Previously in 2020: fires, floods, locusts and a global plague, but if you're not playing Apocalypse Bingo and you're keen to hear about our inter-charity quiz (or just desperate for literally anything new to read by now), you’re in luck! A quiz to remember Cast your mind back if you can, to the halcyon days of February 2020: that carefree age when you could leave the house at will to go around touching your face and buying toilet paper with abandon. It was in this bygone era, when gathering hundreds of charity people in a bar was a convivial prospect rather than an invitation to certain doom, that the 2020 Harris Hill Charity Series Quiz Night took place. And rather good it was too. You’ll perhaps be wondering who held the winners’ trophy aloft, but let's not get ahead of ourselves - who knows how many months we might have to spin this out for - so firstly some very well-deserved thank-yous: to our wonderful hosts at Patch St Paul’s, who’ve hosted countless times and always manage to make a hectic night look effortless with smiles all round; and to our quizmasters extraordinaire Rob Wyatt and Matthew Glass, not to mention all the rest of the organising committee who work so hard to bring these events together so brilliantly. The big draw There are also thank-yous galore when it comes to the other big draw of the night, the fundraising raffle, which this year will make a real difference close to home, contributing to a much-needed specialised wheelchair for Muscular Dystrophy's Ravi, who never misses an event despite living with the condition himself. We’ve had some fantastic prizes before but this year’s selection was surely the biggest and best to date, all donated thanks to the huge generosity of the organisations and businesses below that we would strongly encourage you to go and frequent! Not right now obviously – they’ll be closed and you might get arrested, which is never as much fun as it looks. (In no particular order, that's Vauxhall's Embody Wellness and Floatworks spas, the Movember Foundation, Mondo Brewery, Northcote Biscuiteers, Linnaen restaurant and spa, Headcase Barbers, stylish retailer Oliver Bonas, Psycle Clapham, Sadhana Yoga & Wellbeing, the Sipsmith Gin Distillery, Beefeater Gin Distillery and a small team you may be aware of called Manchester United Football Club!) There were even more prizes on the night too - we don't have all the details in this new home-working world, but our huge thanks to you too! Of course there’d be nothing raised if nobody bought tickets, so an enormous thank you to every single person who did, and once again to our CEO Aled Morris for bumping up the total quite significantly to raise a fantastic final figure of £2,200! ---------- And so to the winners… There are some familiar names among our titans of useless trivia this year, and after a closely-fought contest there was a tie for second place between 2018 winners the Canal & River Trust, who nearly barged (sorry) right back to the top, and the combined talents of The Brooke and C40, collectively known as The Globetrotters! But out in front and fast becoming Charity Series legends, a team who know things as well as they throw things (given their second place in 2018's quiz and victory in November's bowling), our congratulations go to the irrepressible Citizens Advice aka The BearOs! All of which begs the question, can they follow up those consecutive quiz and bowling triumphs by doing the triple and topping this summer’s charity softball league? Sadly the coronavirus may have something to say about that, as we wait to see the extent of its impact on the 2020 season. Naturally the committee will be watching developments closely and doing whatever can possibly be done, but safety of course comes first, so all we can say for now is watch this space! Just not all from the same place, obviously. Until next time - whenever and wherever that may be - take care and stay safe! Team HH x More from the Harris Hill blog Should you be working for a large or small charity? ► The Harris Hill and CharityJob 2019 Salary Report ► How to be assertive at work ► How to set goals (and stick to them in style) ► Back to the blog homepage
Ever wish you were more assertive, when those 'few little requests' become a giant mountain of work? Our guest blogger, freelance writer and HR specialist Nicola Greenbrook has been finding out how, with insight from professionals in and out of the charity sector. How to be assertive at work Assertiveness is an essential workplace skill, but can be tricky to apply if you’re an introvert or have trouble speaking up. Many of us avoid being more assertive through fear that our colleagues, and boss, will think badly of us. Yet, taking on just.one.more project despite a full inbox can lead to over-work, over-tiredness and overwhelm - not to mention a dent in your personal life. So, how can we reclaim the power? Should I be aggressive, passive or assertive? First, let’s explore these different behaviours: • Aggressiveness can be defined as ‘a determination to win or succeed, and the use of forceful action to do this’. Fictional fashion magazine editor Miranda Priestly is a wicked master of this. • Passivity on the other hand is ‘acceptance of what happens, without active response or resistance’. Always going with the flow and yielding to other people’s demands can lead to burnout and resentment. • Assertiveness falls somewhere between the two extremes. Not simply being calm, confident and firm with your convictions and decisions, being assertive is a state where you approach situations assuredly and objectively and are happy to seek feedback, aware of the growth and development it can bring. A satisfying compromise. Assertiveness in the charity world For people working in the third sector, the need to balance assertiveness with empathy - listening to service users, understanding their circumstances and inspiring action - can often be a particular challenge. In a recent LinkedIn thread, the author had observed the number of women in her office who over-apologised (for getting into the lift, having the door held open for them or just taking up space). As part of the discussion, Garry Wilkinson, Head of Charity Partnerships at Vintage Cash Cow considered whether being a chronic apologiser isn’t necessary limited to women. ‘Maybe it’s also something to do with sorts of people who work in the Third Sector; they tend to be people with high levels of empathy and are very conscious of the feelings of others,’ he suggested. Christina Grant, an executive coach and trainer for the fundraising sector has considerable insight in this area. She believes the fundraising role is fundamentally an influencing one. However, she observes that whilst her trainees are drawn to the sector by a desire to make a difference, limited budgets can often mean they lack adequate training or support in influencing and assertiveness. Fundraising also attracts a high number of women. Yet senior teams, major donors and senior leaders in organisations remain predominately male-dominated - and so influencing is even more critical. She believes the fundraiser has a challenging role, because in a first meeting with a donor or supporter, ‘they have to be seen as friendly and warm whilst also being authoritative, knowledgeable and credible’ so as to be trusted with a gift. Women also face even greater challenges at work when they start displaying assertive behaviours in the workplace which are then deemed as ‘bossy’ or overly aggressive. So what can we do to address this? The power of words We’ve all heard people say ‘you need to be more assertive!’. But what if you can’t find the words or find yourself apologising instead? Olivia Dunn, Head of Marketing and Communications at Halpin Partnership Ltd has observed women and men disempowering themselves with the words they use at work. In her insightful article ‘The shortcut to empowered communications’, she offers valuable advice on using emboldening language without bravado. Olivia suggests ditching ‘just’ (‘I’m just part-time’) and ‘I think’ which can dilute your point before you’ve even made it. She makes a compelling argument; it’s not the words you add in but the ones you remove which can empower you. Why it's win-win to be assertive at work Being professionally assertive can increase your self-confidence and lower your anxiety and dependency. It can also help you stay in control and communicate more effectively and healthily. A graphic designer from London shared with me how assertiveness worked for them: ‘Last year I worked on a particularly messy job for a lovely client.’ they explained. ‘Remaining assertive throughout the project meant the experience for both me and my client remained positive - even when the project became a source of stress. The feedback at the end of the job was that I handled things with grace’. Setting clear boundaries about what they were OK with in their own mind before conveying them externally, as well as taking control when requests from clients or others feel ‘too much’, was a useful strategy for them: ‘Instead of saying ‘no’ and explaining why I can’t do what they want, I try to respond positively. I explain what I CAN do and when, or I pass them on to someone who may be able to help, instead of giving the impression they’re inconveniencing me. If someone ignores or shuts down my assertiveness with a passive-aggressive response (including no response), I’ve learnt to let it go, move on and find people to work with who are a much better fit.’ How to be assertive! Assertiveness may not be an innate characteristic for everyone, but it can be learned and developed. Christina Grant emphasises the importance of body language and gestures in key meetings, especially when making first impressions. She explains, ‘For example, it’s important for women to seat themselves in prime spots in a meeting room and to be present in the room physically’. She points out that seemingly little things can affect this; being overly concerned about everyone's comfort and refreshments or taking responsibility for taking notes when no one else does. ‘This can sometimes damage our own credibility without us realising it (although if a woman has enough confidence she could take notes and make tea and it would not have an impact on how she is perceived)’ Christina explains. She also encourages women to ‘open’ meetings with a two-minute, strong introduction, to ensure other attendees know they're ‘leading’ the meeting and will sense their authority. ‘It should help other people to relax and feel confident that you have a plan and you're in control - not in an aggressive way, but rather a signal that you’re confident in your world’. Here are some final strategies on being assertive at work: • Practice outside of work first. Build up your assertiveness muscle; speak up about bad service or ask for the table you want at a restaurant. • Set clear boundaries. Career and business coach, Nathalina Harrison likens good assertiveness to good parenting. Put clear boundaries in place on how you want to be treated and communicated with and be clear about the consequences if they’re not adhered to, whether upwards (your manager and stakeholders), sideways (your peers) and downwards (your direct reports). • Be analytical. If you want to be assertive but you're hesitant and reluctant to speak up, do a quick analysis of the situation. What’s the worst that could happen? ______________ Assertiveness is an invaluable skill. It can bolster your career progression, improve your visibility and credibility in meetings and strengthen relationships with colleagues, clients and contacts. Being confident in your approach, removing disempowering words and setting clear boundaries will ensure you nail it at work. I’m certain you’ll like your assertive (not aggressive) self a lot better than the passive, exhausted resentful one and soon that mountain of work won’t look so daunting. Just don’t be Miranda Priestly, OK? That’s all. Nicola Greenbrook - HR Specialist and Freelance Writer Contact Nicola, check out her website, or follow her on Twitter. More from Nicola Greenbrook How to set goals (and stick to them in style) ► Podcast your way to workplace wellbeing ► How to negotiate a pay rise in the charity sector ► More from the Harris Hill blog Should you be working for a large or small charity? ► Caudwell Children: Building a better world for disabled children ► The Harris Hill Charity Series 2020 ►