It’s great to see that after a tough 12 months the economy is showing signs of recovery. This means that there are more jobs around and that we’ll soon find ourselves in a candidate-driven market again. As an employer, you might find that you must work harder to recruit top talent. CharityJob’s Recruiter Guide offers industry best practice guidance about each stage of the recruitment process.
But what happens when you’ve found your ideal hire only to hear that they have another offer on the table? We offer some helpful guidance on how you can convince talented candidates to take your job offer.
Show you’re a purpose-driven organisation with unique culture
The charity sector is unique in that it’s driven by purpose rather than profits. Your candidate will likely have applied for the role at least in part due to the nature of your organisation’s work. This should be your focus when you’re trying to convince talented candidates to take up your offer. And if you couple it with the promise of a unique, nurturing culture – you’re onto a winner.
Here’s what you should focus on:
Showcase your organisation’s impact
Tell your candidate about your charity’s recent accomplishments and help them to understand where they can fit into upcoming campaigns. All candidates want to think their work has an impact, but your charity is in a position to show the fruits of its hard work. If possible, give real life examples of people or communities who have benefited to date.
What makes your culture unique?
Developing a close bond with people who share similar values is one of the most rewarding parts of working for a charity. Tell your candidate how you operate day to day? Do you have a flat management structure? Perhaps you have a fresh approach to encouraging innovation? Make a big deal out of your values and culture — the right candidates will buy-in.
Discuss career development in detail
Training and career opportunities are an important factor in a candidate’s decision-making process, so it’s worth taking the time to seriously consider your goals for the given position. What would you like your prospective employee to be doing in six months’ time? How is their role likely to evolve?
Perhaps there is some training that you’re able to offer them (either internal or external). If you’re able to show that you’re contributing to their long-term prospects as well as offering them a great place to work, they’re far more likely to choose you.
What you can read next
Consider offering a range of people-centric perks
While you might only have the available funds to provide a fair salary in relation to the rest of the charity sector, your organisation can stand out by offering people-centric work perks.
By this we mean you should table a desirable package that caters to people’s needs, wants, and desires, above and beyond what can be offered in salary alone. Here are some examples of people-centric perks that add value to your job offer.
Flexible working hours
Working from home is revolutionising the job market for all businesses, including nonprofits. Over the past year, over 46% of UK residents have worked from home. Such a shift in the labour market means that flexible working is more in demand than ever before. After all, people are looking for organisations that know the pressures of daily life, including caring for dependents, looking after pets and getting regular exercise.
As a nonprofit organisation, accommodating these things by offering flexible work hours is a great way to show candidates you care about people’s wellbeing and work-life balance.
But is it possible? In short, yes. The Independent reports flexible workers are more productive. So long as you identify candidates in your talent pipeline that are passionate about your mission, turn up to meetings, and don’t miss deadlines, it shouldn’t matter when they choose to start and finish their day.
A good holiday allowance
Paid leave, or holiday entitlement, is super important to candidates looking for jobs in the charity sector. Working for a charity can exert big emotional demands at times, so how the charity treats paid leave, and holidays generally, is important. It’s not just the number of days, but how it’s discussed during the selection process and then represented in the job offer. Are employees encouraged to take all their holiday and is that seen as important for their well-being? How do holiday rotas work? How much holiday can be taken at one time? Can leave be rolled over into the next year?
A candidate may feel they can’t ask these questions in the interview (for fear they’ll seem lazy or like they’re jumping-the-gun) but having a good holiday entitlement that’s actively encouraged could make all the difference.
Pension scheme, health plan, life insurance, childcare vouchers
These are the traditional employer benefits which seriously affect a candidate’s perception of the job. They’re also the kind of longer-term benefits that say a lot about the organisation as a whole – and whether it’s the kind of place where they could stay and develop their career. They’ might not necessarily make an immediate impact on the day-to-day life of a younger candidate, but they’re a highly valued part of the job offer.
It’s all about how you position yourself
In an increasingly competitive job market, trying to convince talented candidates to take your job offer isn’t always easy. But there are ways to convince your best candidates that you’re the right place for them. Remember to let your values shine through, offer people-centric benefits and speak honestly about progression.
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