Salary Survey archive

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 ►​

​For Generation Z, work isn’t simply about making ends meet; it’s about making a positive difference and impact. Members of Gen Z tend to be deeply passionate about social change and eager to join organisations that align closely with their values. However, attracting, managing and retaining Gen Z can present unique challenges for the charity sector. In our latest blog, freelance writer Nicola Greenbrook explores effective strategies to engage ‘Zoomers’ and harness their enthusiasm, drive and tech expertise. ​Who are Gen Z? Generation Z, commonly referred to as Gen Z, describes people who were born typically between 1997 and 2012, making them between 12 and 27 years old at the time of writing. Sandwiched between Millennials and Generation Alpha, it's fair to say that their identity has been moulded by the digital age, climate change and the COVID-19 pandemic. Known as ‘digital natives’, they were raised in the information age and have never experienced a world without the internet. While some Gen Zers may hazily remember a time with fewer devices, technology has always been integral to their lives. This constant access to information at their fingertips, technology and social media has profoundly influenced their habits, values and expectations when it comes to work, communication and learning. ​What are their behaviours? To effectively engage Gen Z in charity sector jobs, it's helpful to understand their distinct behaviours. Although not an exhaustive list, Gen Zers tend to be: tech-adept and digitally literate politically active and socially and environmentally conscious, caring deeply about climate change driven and passionate about social justiceconcerned about the future, having experienced economic struggles during the cost-of-living crisis, and lived through a global pandemic and world conflicts While work matters to them, Gen Z also strives for a balance between their careers and personal life aspirations, often engaging in side hustles and other activities outside of their 'main' job. There's a wealth of exceptional and motivated talent among Gen Z, which highlights the need to actively encourage and support this generation in exploring and pursuing fulfilling careers within the charity sector. ​How does Gen Z search for jobs? According to Statista, 98% of Gen Z own a smartphone and 81% own a laptop. This generation relies heavily on digital information to guide their job search, particularly when sizing up that all-important potential new employer. As 'digital natives', Gen Z are the masters of online research, which means that a strong online presence and a reputable brand are crucial for charities. A solid reputation could signal engagement and authenticity, while a positive brand image shows that an organisation treats their employees fairly and well - and this is appealing. This generation demands transparency, and so they are likely to comb through a company’s website, social media platforms and employee reviews on platforms like Glassdoor to ensure alignment with their values, mission and purpose. Additionally, with TikTok influencing trends and culture, charities should be mindful of how they present themselves on their socials. Ultimately, Gen Z wants to know if your employer brand is genuinely aligned with your values, strategies, and policies and, ultimately, if they would be proud to be part of your organisation and associated with your name. ​What do Gen Zers value at work? Gen Zers tend to prioritise a genuine work-life balance, making hybrid working, remote options and dynamic flexible arrangements are at the top end of their checklist. They place significant importance on employer values such as diversity, inclusion and social responsibility as well as mental health support. Opportunities for career development and growth are also crucial for this generation. Additionally, they expect their voices to be heard when it comes to decision-making and active project roles. ​How can managers effectively manage Gen Z? Managing Gen Z employees can present a unique set of challenges, as, arguably, they demand more from work than the generations that came before them (and are not afraid to vocalise this). They know their worth, expect flexible working arrangements, talk openly about the importance of wellbeing and prioritise work-life balance to avoid burnout. Understanding the purpose behind their work and any tasks assigned to them is essential for their engagement before they commit their time and effort to it. So, how can managers get the best out of Gen Zers in their team? A good place to start is to invest in their learning, development and career progression by providing clear paths and mentorship opportunities within the charity sector to build their skills. High emotional intelligence and effective communication styles are critical, as it’s likely that more conventional leadership styles might not cut it. Managers should also consider how Gen Z likes to digest information — typically in small, bite-sized doses — and try to balance formal performance management processes with continuous feedback. Ultimately, work-life balance is more attractive than financial rewards or flashy benefits packages for Gen Z. People Management reports that over 80% of Gen Z frontline workers are facing burnout, and that they seek purpose and connection through their work. With that in mind, managers should measure quality and output - rather than hours worked - so their teams feel valued and connected. ​Strategies for attracting (and keeping) Gen Z in the charity sector To engage Gen Z, charities need to go beyond traditional approaches and align with some of the key priorities for this generation, including purpose, flexibility, innovation, social impact and inclusion to create authentic connections at work. Here’s some suggested strategies: Expand recruitment techniques: Reach Gen Z where they spend a big chunk of their time; online and on social media, by actively recruiting on platforms like TikTok and LinkedIn. Consider alternatives to the standard CV, like video introductions and interviews and leverage authentic, informal interactions to build connections with potential hires. Highlight innovation and impact: Gen Z wants to see the real-world impact of your work. Use storytelling, data and first-hand accounts from your supporters and users of the impact your charity has had in creating positive change. This can help align your mission with their values. Create mobile-optimised, engaging content: Consider using punchy, bite-sized videos and mobile-friendly content. Engage Gen Z through platforms like Instagram and make sure your website is not only visually appealing but that it uses relatable, inclusive language. Publicise volunteer opportunities and internships: Open doors with internships, volunteer roles, and other entry-level opportunities that allow Gen Z to get directly involved in your mission and develop relevant skills before they make the leap to apply for a permanent role. Highlight flexibility, development and wellbeing: Flexible working arrangements, mental health and wellbeing support and clear career development paths are important to Gen Z - so be sure to showcase how well you do this at your charity. Commit to Diversity, Equity, and Inclusion: Build an inclusive, supportive workplace culture where people feel safe, respected and able to be their authentic self. Demonstrate a genuine commitment to DEI and in creating a positive, welcoming environment where Gen Z’s voices are valued and heard. By embracing these strategies, charities can create a dynamic, forward-thinking workplace that appeals to Gen Z’s desire for purpose, flexibility and impact. Charities that focus on these approaches will not only attract exceptional talent but also build a passionate, motivated workforce committed to driving meaningful change for the future. Nicola Greenbrook, London based freelance writer, podcaster and HR specialist Contact Nicola​​​Meanwhile if you'd like any help with your charity job search or assistance with recruiting for any generation, please 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 Blogtext

Given that so many work with marginalised or disadvantaged groups of people, you’d expect charities to be more aware than most of the barriers to employment such groups often face, and the need to be more inclusive. Which research suggests that by and large, they are. However research also suggests that in terms of using that awareness to build a more diverse workforce, they’re lagging behind sectors like hospitality, arts & entertainment and even telecoms, so fresh from National Inclusion Week, it seems a good time to look at the progress of inclusive recruitment in the charity sector: why it’s needed, what employers are doing, and how to apply it to your own recruitment process. ​By our count, there are precisely two ways of making your organisation more diverse and inclusive: change the people you have, or change the people you hire. The first means trying to eliminate unconscious bias through ongoing training, the impact of which some believe to be limited and fleeting at best. If for some reason you haven’t got vast sums to throw at a largely fruitless exercise, that leaves you the second option, putting it squarely in the purview of recruitment. ​Why do we need inclusive recruitment? According to disability charity Scope, around 23% of working age adults in the UK are disabled, while the British Dyslexia Association reports that more than 15% are neurodivergent, and numbers are rising. While there’s overlap between the two groups, that’s still at least a quarter of the workforce facing obstacles to employment or progression, while many more still face an uphill battle (even if arguably on a slightly lesser incline than in the past) due to factors like race, age and gender. For many people, breaking down those barriers is simply the right thing to do. One organisation determined to do so is South London’s Maudsley Charity, which became an independent entity (from the Maudsley Hospital) in 2018. We’ve partnered with them to run inclusive recruitment processes since 2021 when, as Director of Finance and Operations Lisa Kiew explains: ‘We recognised that like many charities and the third sector as a whole, we didn’t reflect the communities that we work with and on behalf of. For that to change, we needed to commit, invest resources and prioritise taking action.’ The charity has pioneered a raft of inclusive initiatives, including a well-received webinar where prospective candidates can, swathed in the cloak of anonymity if preferred, ask anything they like of the Maudsley team. It’s a smart decision, because moral arguments aside, at a time when so many employers are struggling for candidates, it simply makes sense to keep the talent pool as large as possible by ensuring no-one is needlessly excluded. What’s more, maximising the available talent isn’t the only benefit of being more inclusive. There’s now plenty of evidence that diverse teams outperform their more homogenous counterparts, while a diverse workforce also improves the employer brand, which in turn makes it easier to recruit. Call it a virtuous circle. It likes that. ​What makes an inclusive recruitment process? If you’re not using discriminatory language or actively precluding particular groups, it’s easy to believe that your hiring process is already inclusive and open to all. But that might not necessarily be the case, as there are potential pitfalls throughout the process that might be pushing certain groups away. To address this, we suggest working carefully through the process from a candidate’s perspective, paying particular attention to these key elements. • The job description • The person specification • Advertising • Applications • Interviews Let’s take these one by one, and fair warning, you might want another coffee first, there’s quite a lot of this. ​The job description Most readers of job descriptions are looking to answer one question: is this something I can do? Having a disability or other condition makes that a bigger question, and what can be even more frustrating than a ‘no’ is when there's just not enough information given to answer it at all.Vague assertions like ‘the role requires some travel’ may suffice for those with few concerns or commitments, but many will need to know more. To where? How often? For how long? By what means? People can judge for themselves if a role is within their capability, but they need full and specific details to do it. That said, listing every last responsibility of the role can look daunting, even if half of them amount to little more than a moment’s work. Rolling minor tasks into ‘other duties as required’ is fine, provided they don’t require anything more of the individual than is covered elsewhere. This can help to keep the list looking manageable and (importantly) proportionate to the salary on offer. So to make your job description inclusive, think clear, sufficiently detailed to assess the logistics, but not overwhelming. Which brings us to… The person specification This is a little trickier. How do you make a list of ‘essential’ attributes, the very point of which is to exclude certain people, more inclusive? In three words: less is more. The shorter the list, the fewer reasons for someone to rule themselves out, so question every requirement, challenge assumptions (look to the recent Paralympic Games for evidence that attributes once thought essential might not be), and be ruthless in removing criteria that are anything short of absolutely life-or-death vital. Also, in the sober words of the CIPD: ‘When advertising for existing roles, we recommend assessing the needs of the role as it stands today, rather than relying on previous adverts or specifications’. Which is to say, don’t just bang out the same spec as last time, because that’s what they did then too, and probably the time before that, and this is how you end up with ads calling skills ‘essential’ that haven’t been relevant for 20 years. But why not aim higher and ask for everything that would make up the perfect candidate? You’re not expecting to get it, but there’s no harm in asking, right?Actually, there might be: there’s a widely-quoted finding, shared by the Harvard Business Review and former Facebook COO Sheryl Sandberg among others, that while men are happy with 60%, women feel they need to meet 100% of the specified criteria before they’ll apply for a role. Making 100% all but impossible would therefore see female candidates rule themselves out. As it turns out, this was purely a guess by someone in a meeting at Hewlett-Packard, but the claim has probably persisted because it sounds potentially true. Actual research by the Behavioural Insights Team found a far smaller difference in reality, but the point remains that asking too much simply reduces the proportion of boxes that even the strongest candidates can tick, and this makes them (whatever their gender) less likely to apply. Stick to the skills that are needed and no more. ​Advertising the job Be aware that the language in your ad can suggest a degree of bias. Words like ‘competitive’ or ‘driven’ can give the impression you’re expecting to hire a man, which can often deter female applicants, while words like ‘supportive’ or ‘nurturing’ can suggest you’re seeking a woman, although interestingly this doesn’t deter male applicants in the same way. Consider where to advertise, too. If you’re not getting sufficient diversity from the usual channels, try others; there are now plenty of job boards aimed specifically at one or more marginalised groups. In our experience, these may not guarantee more hires from said groups, but they do show you’re willing to invest in attracting them, with positive effects on the employer brand that can pay off further down the line. Referrals can be helpful if they’re targeted towards underrepresented groups, but remember that if you’re simply asking staff to refer a friend, you’ll tend to get people who are fairly alike. Be wary too of prioritising 'cultural fit' which, when you look at it, is just a more acceptable way of saying that you're looking for ‘people like us’.Showing the salary of the role is a must: some groups (you can probably guess which) are more comfortable and successful negotiating salaries than others, so leaving it open increases disparities. Further to the earlier point about detail, salary information is pretty essential for jobseekers to know if it’s a viable prospect worth pursuing, while many see a certain lack of respect in expecting candidates to jump through the hoops of application (terrible band) with no idea if it’s even worthwhile. Finally, you can use the ad to make applicants of all kinds feel welcome and included, by proactively inviting them to discuss any reasonable adjustments needed upfront.Applications How should people apply for the role? CVs and supporting statements suit some just fine - they’re familiar and the internet is awash with tips on doing them well – but they might not be the right forum for everyone to shine. Why judge someone’s ability to create a well-presented written document if what you’re looking for is resilience and interpersonal skills? Inclusive recruiting means hiring people for what they can do, not what they can’t, so switching CVs for something that plays to their people skills might be more illuminating in this instance. In the interests of eliminating bias however, some charities advocate for a highly standardised application form, often anonymised by removing names, dates and other identifying details. Everyone’s asked the same questions, making it easy to compare answers, and if nobody knows whose they’re reading, decisions cannot be influenced by anything other than the substance of what they have said. However, a plea on behalf of applicants everywhere: it’s either a form or a CV, but not both. Few things say ‘we have no respect for your time’ as clearly as insisting a CV be uploaded, then asking for all the same information again in a different format. Interviews This is where bias gets some of its best opportunities to creep into the process, thanks to the presence of multiple people and a fair amount of actual human interaction (a quick pause here for our introverts to finish shuddering). However, charities like the British Heart Foundation (BHF) are fighting hard to keep bias out, recently launching an interactive interview-building tool that reads the job description and person specification, determines the required characteristics, and designs questions to help you assess them objectively. These become part of structured interviews, in which all candidates are asked the same things in the same order, with their answers scored against specific criteria agreed in advance. As Maggie Morgan-Valentine, BHF’s head of equality, diversity and inclusion told Civil Society: ‘By designing structured interviews with robust evaluation criteria, we can reduce the influence of bias and find the best candidates based on objective requirements for success in each role’. Another approach we’ve been using with Maudsley Charity that’s becoming more popular is to send questions to interviewees in advance. ‘But surely this is madness?!’, we hear you cry, and it’s certainly unconventional, but the reasoning is sound. Providing questions ahead of time allows you to evaluate candidates based on their considered answers - often a fair reflection of their knowledge and outlook - rather than what they blurt out on the spot under interview pressure, which often isn’t. It’s particularly helpful for neurodivergent candidates who may struggle to think on their feet, reducing stress and anxiety, and enables more people to perform well at interview than would otherwise be the case. After all, unless responding to unexpected questions on the spot will be part of their job, does it matter if they’re not particularly good at it? By springing questions on people unannounced, there’s a risk of rejecting someone who’d be great at the job in favour of someone who’s simply good at interviews. There are drawbacks of course, one being that candidates’ answers could sound robotic and over-rehearsed, focusing more on remembering the words than what they’re actually saying. This could make it hard to get a sense of their character or build a rapport. There’s also a risk they could seek help from others, copy from the web or ask an expert – how will you know their answers are their own? A solution that charities are increasingly using is to provide interview questions just a short time, perhaps a maximum of two hours, in advance. This retains the benefit of easing candidate nerves while minimising (albeit not entirely eradicating) their opportunity to get help or over-rehearse. An alternative is to provide some, but not all, of the questions ahead of time, which gives space for more spontaneous, off-the-cuff conversation. This can give you a better sense of their character and personality. ​Whatever you choose, it’s important to ensure a level playing field, by running an interview process that works equally for all. Often overlooked in this are the financial costs for candidates. If someone has to travel from elsewhere into London, for example, during peak hours for a 9am interview, perhaps in smart new clothing they’ve had to buy, it’s neither cheap, nor something they’ll be able to do too often. Could the logistics of your interview process be limiting access to only those with the funds to take part?The answer that many charities have alighted on is to hold all interviews online, the pros and cons of which are perhaps for another time, except to note that while this may lose something in terms of personal rapport, in today’s workplace it’s arguably just as important to see how someone performs on a Teams call as how they perform in an uncomfortably hot box room in your office. ​​Ultimately, there’s no secret formula that brings down the barriers and unlocks a vast untapped source of wonderfully diverse professionals. More often than not, the art of inclusive recruiting is simply to avoid things that drive them away. There’s also a limit to how far it can go. With a single position, you’ll inevitably reach a point where you have to exclude all but one person, however innovative the route there. But for everyone to have a fair chance of being that person, they need a fair chance of making the shortlist, a level playing field all the way back, and to feel they’ll be just as valued, just as welcome to take part in the process as anyone else. And that’s where inclusive recruitment practices can really make a difference. Team Harris Hill​For more advice or any assistance you need with inclusive recruiting, please contact our specialist consultants on 020 7820 7300 or get in touch via info@harrishill.co.uk​Search charity jobs​Recruit for your organisation​Read the Harris Hill Blog​text

What are charity chief executives really getting paid in 2024? If anyone knows, it’s the experts of our Chief Executive and Director Recruitment Practice, each of whom has been successfully placing charity leaders and senior executives for more than a decade. Working with third sector organisations of all sizes nationwide, they've appointed more than 50 CEOs for charities in the last two years alone, and here's what they had to say about executive pay in the 2024 Harris Hill Salary Survey, which you can find in full via the link below.​​​CEO salaries and executive market trendsCEO salaries vary enormously depending on factors such as the size of the organisation, scale of the job, whether you’re managing or actively fundraising too, and whether you’re keeping a well-oiled machine running smoothly or spearheading dramatic transformation, so the numbers alone mean little without the individual context. However, aside from the very biggest charities, where CEO pay among those with incomes above £50m averaged £175,000 in 2023, the vast majority of charity CEO earnings fall somewhere in the range we’ve handled over the last 12 months: broadly speaking, £60,000 to £120,000. Upward pressure on pay continues to be most in evidence at the lower end of the scale: salaries beginning with a ‘5’ are all but entirely a thing of the past, while even £60,000 is only viable for those prepared to be flexible on what’s required of potential candidates. Somewhat reassuringly in this mixed-up world, salaries appear to have an entirely predictable relationship with application numbers. Offer more than £90k and take your pick from a veritable smörgåsbord of leadership talent; offer less and prepare to be more of a sandwich board, trying to attract the attention of passing professionals – which is not to say that you won't succeed eventually, but you should probably be prepared for a considerable wait.​Fortune favours the brave For their part, candidates remain consistent about what they’re looking for, but what could really change the game is a more open mind on the part of organisations, in terms of who they’re willing to consider. The biggest obstacle is a general aversion to applicants from outside the sector. Charities are missing out on many exceptional commercial candidates who are willing to take the salary cut to get into the sector, or for their first CEO role, and who have bags of the business acumen that boards say they’re looking for. Yet they're routinely rejected for reasons such as a lack of fundraising experience. ​It’s understandable: hiring decisions at this level are a big responsibility, one that normally rests with trustees who as a group, almost by definition, tend to be risk-averse. Few will blame them if they go for the safe option and it doesn’t work out, but plenty will point the finger if they take a chance on something different and it’s anything short of a triumph. Inevitably, that tends to favour the known, charity sector quantity over an ambitious outsider, whatever their individual merits. ​Rules: made to be broken CEOs have always enjoyed a fair degree of flexibility by virtue of their position - who’s going to stop them working from home if they choose to? - but it remains an important part of the package, and one that can be more flexible in itself than it first appears. Charities will usually explain how flexible they’re prepared to be at the outset, as a matter of general policy. However, we very often see that once it comes down to discussing a specific individual and their requirements, there’s a great deal more willingness to accommodate them, particularly if refusal runs the risk of losing an otherwise excellent candidate.​If you'd like to know more about current remuneration and hiring trends among senior executives in the charity sector, or if you have a requirement you'd like to discuss, please contact our specialists:​​​Jenny Hills​020 7820 7321​Email Jenny​​Nick Shanks​07766 538575​Email Nick​Aled Morris​020 7820 7301​Email Aled​Alternatively, visit our Chief Executive & Director Recruitment Practice homepage for more information.​​For more on charity sector salaries, including current rates for around 200 third sector positions and market insights for each of our specialist areas, view or download the 2024 Harris Hill Salary Survey ►​​​​Search charity jobs​View the Salary Survey​Read the Harris Hill blog​