In the social sector, organizational culture can make or break an employee’s ability to succeed at and be satisfied in a role. However, organizational culture is often difficult to assess because its definition relies on many aspects of an organization, some of which are not always easily accessible to prospective employees. This article aims to demystify organizational culture, and suggest some ways that jobseekers can evaluate cultural fit throughout the application and interview process. 

What Factors Define Organizational Culture?

Organization culture is characterized by the attitudes, experiences, beliefs and values of an entire organization. In the nonprofit world, an organization’s culture is closely tied to its mission and programs.  The attributes of an organization’s culture can be tangible, such as dress code or physical work environments, or intangible, such as shared values and definitions of success.  Some factors that define organizational culture are: 

• Mission connect – This involves the level of importance of staff commitment to the organization’s mission.  Additionally, it includes how individual staff members contribute to the advancement of the mission.
• Leadership/management styles – The way that staff is managed and the emphasis on leadership in that organization. This also includes the ways decisions are made and problems are solved, whether collaboratively, individually, or with some combination.
• Reporting structure – The way the organization is arranged in terms of hierarchy.  This could mean a tiered or flat system of reporting.
• Language and communication - The internal language or terms used and understood by staff.  Also, specific terms or key messages the organization uses in external communication, as well as general communication style. 
• Physical work environment – The space that the organization occupies, such as offices, cubicles, or open workspaces, and common areas like reception, a kitchen, or a lunch room.
• Staff diversity – The level of importance of diversity of backgrounds, experiences, or beliefs the organization values. Also, the level of importance that staff share racial, ethnic, or economic backgrounds with the communities the organization serves.
• Interpersonal dynamics – The way staff interact.  Whether the environment is highly structured, intense, impersonal, or collegial, for example. 
• Titles – The importance of staff titles and how titles affect how staff perceive their own role and the roles of others. 
• Traditions and celebrations – This includes how the organization acknowledges personal successes and other milestones.  This can be a range of social rituals institutionalized across the organization.
• Work pace – Whether work is done at a fast, moderate, or leisurely speed.  This also relates to the work/life balance for staff.

Each of these factors plays an important role in shaping the culture of an organization.  Not one of them alone can define an organization’s culture, but instead it is a combination of these factors that make its culture unique.

Prioritizing Your Cultural Preferences

It is a good idea for jobseekers to prioritize aspects of the ideal organizational culture from the outset of their job search.  This will make assessing your compatibility with a specific organization easier.  Not all organizations will have all of the most-desired factors, but many can have a combination of high and mid-priority cultural factors that make it a cultural fit. 

One of the most important steps in assessing cultural fit is to consider what your ideal culture is, suggests Katie Pakenham, Service Manager and Director of Candidate Experience at Commongood Careers.  “When you’re thinking about your dream position, figure out what attracts to you a particular work environment, “ she said, “And really be honest about what your answer is when you’re interviewing.  This way, both the organization’s and the individual’s expectations are clear.”

A good way to start prioritizing what’s important to you in terms of organizational culture is to make a list of the factors of an ideal job.  Using the list above, write down the best possible situation for each factor. Take into account organizational values, your ideal work-life balance, how you like to interact with your co-workers, and other aspects of an organization.  Consider what you know has and has not worked for you in the past and list the ideal characteristics from there. 

A willingness to take the time to explore cultural factors, as well as an emphasis on flexibility when prioritizing these factors, can help jobseekers target what they want most from a work experience. For example, while an organization-wide emphasis on volunteering, available telecommuting options, and opportunities for advancement may be somewhat important to a specific nonprofit jobseeker, collaboration with co-workers may be the primary cultural factor that determines the jobseeker’s continued interest in an organization.  Knowing this from the start can significantly help the jobseeking process in the long run. 

Early Keys to Determining an Organization’s Culture

As is evident from the list of factors above, some aspects of organizational culture are difficult to assess without a good deal of exposure to the organization.  However, there are some methods that can help jobseekers evaluating an organization’s culture before they even set foot in the door.

One of the best and simplest ways to determine an organization’s culture is to “look at the work required, the size and scope of the organization that requires it, and the responsibilities included in the job you’re applying for,” said Pakenham.  Understanding all of the facets of a specific job can help jobseekers get an idea of the cultural expectations and definitions of successful work. 

Another simple place to start researching an organization’s culture is its web site.  Consider how it is built and organized, how recently it was last updated, and what programs or projects it is promoting.  The web site is also useful in providing informational materials.  Look for the organization’s mission statement.  Think about not only what the statement says, but the words and tone it uses in saying it. 

In addition, see if the web site has any employee biographies.  These can help determine the attitude the organization has toward its employees.  Note not only the past experiences and accomplishments of those working at the organization, but assess the formality (or informality) of any photos that accompany the biographies.  The web site may also have a copy of the organization’s annual report which provides valuable facts and statistics about the organization. 

Offline, try to find examples of how cultural aspects are demonstrated in an organization’s materials, such as grants and marketing collateral. If possible, speak with someone with experience with the organization, whether as an employee or in some other capacity.  Ask their opinions about their experiences, always keeping in mind that while one person’s experience is not universal, it can be a valuable piece of information. 

Evaluating Culture at the Interview

While the interview is a chance for an organization to find out about the jobseeker, it also provides the jobseeker with an opportunity to learn about the organization.  This can be the best time to assess organizational culture, especially armed with a set of ideal cultural assets and prior research about the organization. 

One of the easiest things to gauge at an interview is the office space.  On entering the organization’s space, look at the way it is set up, whether the space is open or doors are closed, the décor of the work space and other aesthetic choices.  Interviewees should also keep in mind the way the staff interacts with them and each other.

During the interview, there are some strategic questions jobseekers can ask to help them assess the culture of the organization.  For example, asking about how decisions are made in the organization can give some valuable insight into the structure and management values of that organization. 

The final word, though, has to be the jobseeker’s overall opinion of the culture encountered.  Just as the definition of organizational culture is broad and wide-spanning, so too must be the jobseeker’s assessment of that culture.  An astute and thorough analysis of an organization’s culture can help any jobseeker determine which organization is the right one for a happy and productive employment. 

This article was written by Commongood Careers and is published under a Creative Commons Attribution-NonCommerical-NoDerivs 2.5 License.

For more information about nonprofit and socially entrepreneurial careers, visit Commongood Careers at http://www.cgcareers.org.

Program management offers focused and dedicated people the chance to plan and implement an organization’s constituent-facing activities in a variety of ways.  With titles ranging from literacy program coordinator to director of enrollment and beyond, no matter the issue that you are most passionate about, program management positions provide the opportunity to meaningfully and directly impact a community.

What to Expect

Just as nonprofits reach out to serve millions of people in millions of different ways, the program management position spans a broad range of responsibilities and opportunities. Nonprofit program managers work closely to carry out an organization’s mission, coordinating objectives, strategies, and goals to manage efficient, well-run projects that have high impact on the communities the programs target.

Hal Phillips, for example, is the Director of Out of School Time Programs at Federated Dorchester Neighborhood Houses and works to reach the organization’s goals of providing services that enhance the educational environment for young people and expand their educational experience.
In a typical day, Phillips said he oversees two sites Federated Dorchester runs, making sure that his organization is able to provide safe, quality programs to students.  He makes sure that there are meaningful connections between Federated Dorchester, the students’ homes, and the students’ schools. 

“It helps that the job is challenging,” Phillips said, noting that enthusiasm for and devotion to the mission are two of the most important parts of his job.  “Every day I get up and say ‘How can I make someone smile today and really show them that they mean something to me?’ …It’s very rewarding work,” he said. 

Skills and Qualifications

Because of the mission-specific nature of the position, responsibilities vary from organization to organization.  However, there are some basic skills that nonprofit program managers need to cultivate to be effective and get results.  Strong organizational and time-management skills are a must-have for any aspiring program manager.  With many projects to sustain and many contacts to maintain, being an organized and self-directed person is a necessity.

Keeping in touch with people who have various relationships to the organization is also a large part of the program management position.  Strong interpersonal skills and the ability to be an effective communicator are important.  Related to this is the need for well-developed leadership ability.  All nonprofits need to make sure that the people working within the organization are connected so that they can reach out to the community effectively.  As a program manager, individuals are generally required to have relationships with staff and communicate with internal heads of projects and other office leaders, often collaborating on projects and evaluating programs.

Another, exceptionally important qualification is a demonstrated dedication to the hiring organization’s mission, often shown through other work, nonprofit, or volunteer experience.  Additionally, experience with managing a budget or some knowledge of finances is often desired in the ideal candidate for the program management position. 

In order to better serve a community and make the biggest impact, a nonprofit program manager also ensures that the organization’s activities taking place in the community are supporting that organization’s mission to their best extent.  At Federated Dorchester, for example, Phillips works to “provide necessary services in quantity and quality that make a difference” to the community his organization serves. 

Job Outlook

Leadership and strong management skills are continuously increasing in importance to nonprofits.  As more nonprofits embrace the importance of well-run and efficient organizations, the focus on promoting leadership and management—and compensating it accordingly—has increased in prevalence.  Especially for people with dedication to a certain mission and experience in the field of management, the program management position is a rewarding and readily available option. 

Typically, the program management position requires at least two years of work experience, and generally three to five years of experience is preferred in areas of management or nonprofit administration.  Phillips, for example, said his extensive experience with urban education and with youth prepared him for his position at Federated Dorchester.  “My experience really obligated me to use my skills and services to enhance the lives of those around me,” he said.

Program management offers the opportunity for advancement in the nonprofit world, giving individuals the chance to work closely with a mission they feel passionately about while interacting extensively within an organization and directly with the community they serve.  Self-starters with an enterprising mindset and a drive to make a difference while managing a diverse range of organization-specific tasks will excel in a nonprofit program management position. 

This article was written by Commongood Careers and is published under a Creative Commons Attribution-NonCommerical-NoDerivs 2.5 License.

For more information about nonprofit and socially entrepreneurial careers, visit Commongood Careers at http://www.cgcareers.org.

A socially entrepreneurial organization (SEO) takes the goal of creating social impact to a new level by using innovative methods to organize, manage and measure a venture.  If you’re looking to make high impact in the social change arena and have a new, enterprising plan on how to do it, starting your own SEO could be a great choice for success.  In this article, we give you some tips on how to start a SEO that can survive, thrive, and even change the world. 

The Emerging Field

The idea of social entrepreneurship is not new.  The legacy of social entrepreneurs even reaches back to include historical figures like Florence Nightengale and Theodore Roosevelt. However, the term “social entrepreneur” became much more widespread in the 1980s, and today the movement is picking up more speed than ever. 

“[Today’s social entrepreneurs] have such an opportunity. There are no hard and fast rules.  It’s a whole new kind of hybrid world that brings together the best of both the for-profit and nonprofit sectors,” said Jerr Boschee, Executive Director of The Institute for Social Entrepreneurs and Visiting Professor of the Practice in Social Enterprise at Carnegie Mellon University.

The growth of this movement stems from the realization that “successful social entrepreneurs possess the same competencies as traditional business entrepreneurs, such as the abilities to plan strategically, manage people and programs, and measure results,” said Chaula Kothari, Director of Teach For America’s Social Entrepreneurship Initiative. These skills applied to SEOs create stronger, more sustainable organizations that assess their impact in tangible ways, and with excellent results.

Social Enterprise vs. Social Innovation

In the emerging world of SEOs, there are near limitless options for exploration, but two basic directions from which to approach them.  These are social enterprise and social innovation.  The differences are mostly in emphasis and final execution, although both rely on best practices, measurable results, and a socially-connected bottom line to drive their organizations. 

Starting a social enterprise “is not all that different from starting a business,” said Boschee.  A social enterprise is generally a venture whose ultimate purpose is social good and that advances and supports its social mission through a revenue generating mechanism guided by entrepreneurial principles.  It does not rely on fundraising or other more traditional nonprofit areas of revenue. 

Social enterprises take many forms and are becoming more and more prevalent.  Hot Bread Kitchen, for example, is a bakery that promotes independence and growth for immigrant women by creating professional opportunities for immigrant women as bakers.  The bakery sells various breads and rolls and then uses the profits to pay a competitive wage to its workers, as well as encourage its employees to start their own businesses.

Social innovators, on the other hand, start new organizations with the idea of systemic change that they use to create a sustainable organization. This can lead to organizations with better practices, more efficient management, and higher impact.  While sometimes social innovators take an existing nonprofit and begin thinking in new ways to come up with systemic changes, Boschee said, much social innovation starts from scratch. 

Social innovators fill a societal need not already addressed or take a new approach to meeting a need that is currently insufficiently addressed.  For example, the Education for Democracy Foundation is a cooperative effort between Polish and American pro-democratic educators to promote knowledge of democracy and provide skills for civic activity in a democratic state.  The organization gathers groups of between 10-15 volunteers, mainly made up of teachers, who are taught how to address both specific democratic issues as well as broader civic participation concerns in a training that takes the course of a year.

“The idea isn’t to adhere slavishly to either a social innovation or social enterprise model,” Boschee continued.  “The real challenge is to discover which one of them is the best approach for meeting a specific social need.”

Five Steps to Starting Your Own SEO

As a starting point, here are five concrete steps to help you plan to launch a socially entrepreneurial organization:

1) Clarify your objectives — Consider the ultimate goal of this SEO.  What social need will it meet and how will it meet it?  They should be issues that you are passionate about and that you really believe in.

2) Find a balance — Always keep in mind that the success of your SEO relies on a balance between sustainable social change endeavors and sustainable business practices.  What balance will make your organization most successful? 

3) Research the field — Learn from the people who have come before you and don’t limit yourself in the scope of your research.  See how other organizations and businesses, whether public or private, have used innovative methods.  Try to learn from their mistakes.  Make contacts and consider partnerships if it is appropriate.  (For a unique conversation about failed social ventures, look at a recent discussion on Social Edge)

4) Understand your market — It is essential to have a good understanding of the market for your product or service if you hope to make an impact.  Know who you will be serving and what they really need.  Always make sure what you are providing is something that the people you will be serving need. 

5) Know your numbers — Understand at least the basics of managing the finances your organization will be working with.  An ambitious vision for your organization will certainly get you somewhere, but if you don’t have a clear understanding of what makes your organization work financially, you won’t be able to plan strategically or make complete decisions.  (For a comprehensive list of FAQs about nonprofit finance management visit CompassPoint’s Nonprofit Genie)

Some Expert Advice

Starting your own SEO has some solid steps, but it also takes much more than simply following any single process.  Kothari and Boschee both say there are a few things that transcend the basic how-to of starting a SEO.

“If you plan to start your own organization, you need to be absolutely committed to and happy with what you are doing,” Kothari commented.  “If you’re not happy to take on the challenges that come with starting your own organization, you will not do a good job of helping others.”

Boschee agreed, saying “don’t do it unless it is literally the most exciting thing in your life.” A passion for the mission and the work of an organization is what makes it most successful. 

“However, be candid with yourself if the results are not really there,” Boschee added.  There is an important balance between passion for continuing a mission and understanding when to move on from a venture. 

Ultimately, today’s social entrepreneurs have the opportunity to take advantage of the exciting changes in the nonprofit sector.  They have the chance to be innovative and make a difference in the world in a way that is promising and fresh.  “Social entrepreneurs look at social need with a new set of lenses,” Boschee said. “There are no rules for today’s social entrepreneurs.  They can be the trailblazers.”

This article was written by Commongood Careers and is published under a Creative Commons Attribution-NonCommerical-NoDerivs 2.5 License.

For more information about nonprofit and socially entrepreneurial careers, visit Commongood Careers at http://www.cgcareers.org.

Like in any field, nonprofits have their own language that helps them define who they are and what they do.  As a newcomer, it can be hard to understand the nonprofit vernacular, but there’s no need to cue the horrifying flashbacks to sixth grade English vocabulary lists.  In this article, we’ll get you started with some of the words that leading nonprofits use to describe their work. 

Cross-functional: Spanning various specialized areas of focus within an organization.  For example, having job responsibilities that include managing programs, people and finances.

Data-driven: Taking factual, measurable points and using them to focus programs, missions and future development.  Being data-driven is one of the most important building blocks of a results-oriented, outcomes-based organization.

Development: The staff positions responsible for all aspects of fundraising, including pursuing and obtaining funds from foundations, corporations, individuals, and government sources through activities such as grant-writing, annual appeals, events and strategic campaigns.

Dynamic: The state of being fluid and open to constant change. Dynamic organizations are able to quickly respond to opportunities and remain flexible in response to rapidly changing realities.

Executive Director: Generally, the most senior executive leader in an organization.  This title can be interchangeable with CEO or President and sometimes includes a combination of these titles.  This person generally has wide-ranging responsibilities including fundraising, strategic planning, financial operations, and program management. 

Fast-paced: Although sometimes a relative term based on an organization’s subjective definition, in general it refers to an organization that works as quickly as possible to leverage all opportunities presented to it, often being highly responsive to their donors and constituents. 

Foundation: Generally a grant-making organization focused on serving the common welfare.  It is worth noting, however, that some organizations use the term “foundation” in their name even though they do not engage in the grant-making process.

Gap: An observed disparity between groups of people that are defined by factors such as gender, race, ethnicity, ability, or socioeconomic status.  For example, academic performance gap, developmental variance or digital divide.

Mission statement: A statement that describes an organization’s fundamental purpose and reason for being.  Many organizations will also include descriptions of the populations they serve, the nature of their programming, and their guiding values.  In comparison, a vision statement is an articulation of what the ideal future will look like when an organization has fulfilled its mission.

Mission-driven: Propelled and focused by the idea that every activity is guided by or follows logically from the organization’s mission.

Nonprofit finance & accounting: Although similar in many regards to the private sector, the focus and rules of nonprofit finance and accounting are somewhat distinct.  This includes different rules and regulations about where revenue comes from and specific restrictions placed on how it can be used.  For a more in depth discussion visit: http://www.allianceonline.org/FAQ/financial_management/what_are_differences.faq

Nonprofit: An organization operated for the public benefit that has been designated by the IRS as exempt from certain forms of taxation.  It belongs to the social sector or third sector, because it is not part of government (public sector) or business (private sector).  The term is generally interchangeable with non-profit and not-for-profit, despite sector debate about the nuances of the terms.  For more discussion visit: http://www.idealist.org/if/idealist/en/FAQ/QuestionViewer/default?section=01&item=09

Operations: In general, this refers to the activities of an organization used for the regular and continued ability to provide its service or to work toward its goal.  This can include general administrative tasks, human resources, and project management.

Organizational capacity: The ability for a group to perform or produce a desired output.  Capacity is built when an organization increases the number of people on its team, the skills that those people possess, the financial resources available for strategic investments, and the efficiencies and capabilities of its systems and infrastructure.

Organizational culture: The essential nature and overall “feel” of an organization and its team.  Culture can be determined and shaped by many factors, including leadership styles, demographics of team members, physical work environments, languages, procedures, routines, underlying assumptions, expectations, and definitions of success.

Social enterprise: A venture whose ultimate purpose is social good and advances and supports its social mission through a revenue generating mechanism guided by entrepreneurial principles.

Social entrepreneur: A person who recognizes a social problem and uses innovative, entrepreneurial methods to create, manage and measure a venture for social change.

Strategic plan: A forward-looking and ongoing process of organizational planning based on trends and analysis of internal and external data.  This work plan helps to lead an organization to fulfill its mission and vision more effectively. 

Sustainable: The ability for an organization to be viable in the future and to continue to be able to provide its services in the most effective way.

Venture philanthropy: The practice in which donors use principles usually associated with venture capitalists to improve the performance of a nonprofit organization or social enterprise. This generally involves providing a combination of funding and expertise, engaging directly with the nonprofit leadership, committing to long-term funding relationships, and monitoring performance. 

Learn More

The nonprofit vocabulary is an important tool to have when looking to get into the sector.  Look to see how your favorite organizations use these terms and keep them in mind when reading nonprofit job descriptions.  You’ll be speaking the language of nonprofits like a professional in no time.  If you want more detail on these and other terms, please visit:

• The Nonprofit Good Practice Guide: A searchable index of thousands of nonprofit terms, many linked to other useful articles and resources. 
• Guidestar Glossary: A list of mainly finance-related nonprofit terms. 
• Foundation Center Glossary Directory: Answers to frequently asked nonprofit questions and links to several more specific glossaries.
• The Idealist Guide to Nonprofit Careers: A comprehensive source of information about careers in the nonprofit sector in a downloadable PDF format.

This article was written by Commongood Careers and is published under a Creative Commons Attribution-NonCommerical-NoDerivs 2.5 License.

For more information about nonprofit and socially entrepreneurial careers, visit Commongood Careers at http://www.cgcareers.org.

What place does a Master of Business Administration have in the nonprofit sector?  You may be surprised to know that the skills you learn when pursuing your MBA can be important in many nonprofit jobs.  What’s more, an increasing number of nonprofits are recognizing the valuable skills and competencies that MBAs bring to an organization.  In the following article, we will profile two organizations who leverage MBA grads and then conclude with some advice about how to make the connection work.

Profile #1: Nonprofit Finance Fund
MBAs Positively Impact Programs and Culture

Catherine Gill, the Director of Nonprofit Finance Fund (NFF) in New England, believes that hiring MBAs into nonprofits creates a valuable win-win scenario. NFF, one of the largest Community Development Finance Institutions (CDFI’s) in the country, delivers financial and advisory services to community-based nonprofits of all kinds.

An MBA herself, Gill believes that, “MBAs bring hard skills like financial know-how to NFF, but that’s not all.  They also bring a really sharp understanding of teams and how to access resources that aren’t always obvious. The MBA degree is incredibly broad and teaches people how to approach problems from different angles.”

In addition to offering business savvy, MBAs can impact an organization’s culture in positive ways. “As a result of having MBAs on staff, our culture is more operational and streamlined. There’s an organization-wide emphasis on efficiency. Our culture values processes and understands how they can help us more efficiently fulfill our social mission.”

Gill describes that one of the biggest draws for MBAs at NFF is the intellectual stimulation of the work. The advisors and analysts at NFF deal with complex business problems on a daily basis, ranging from working with organizations to secure funding for large-scale capital projects to helping nonprofits understand the impact of their finances on program outcomes. According to Gill, the sophisticated nature of this work requires “people with good degrees and strong educational backgrounds who understand the value of the work we do.”

Profile #2: Center for Effective Philanthropy
MBAs Bring Outstanding Analytical Skills

Kevin Bolduc is Vice President of Assessment Tools at Center for Effective Philanthropy (CEP), a nonprofit that provides management and governance tools to define, assess, and improve foundation performance. Overseeing the design of new tools and the refinement of CEP’s suite of current assessment offerings, he depends on the analytical expertise of the MBAs on his team.

“The MBAs on our staff help round out our core competencies. Some staff bring a deep understanding of philanthropy to our work, while others possess research design expertise. The MBAs on staff complement that institutional knowledge with razor sharp quantitative and analytical skills, as well as performance assessment experience,” says Bolduc.

Bringing a sophisticated appreciation of analysis to understanding foundation performance is just one asset of having MBAs on staff. Kevin also explained that being able to quickly understand their clients is a critical piece of their work, which he finds MBAs are prepared to do. “We focus on the largest philanthropic funders… sophisticated and complex organizations that face unique challenges. MBAs possess the ability to develop strong relationships and communicate with these organizations more effectively about their program performance.”

Additionally, MBAs are prepared for internal organizational change and growth. Bolduc says that “the MBAs on staff help us maintain and develop processes and structures that allow us to grow quickly. They understand that a nonprofit is more than just running programs; it’s also about management, leadership, and scalability.”

Bolduc believes that more and more nonprofit opportunities are opening up to MBAs, largely because of the growth of the field of social entrepreneurship. “MBA skill-sets are more relevant than ever. Looking at social problems through an analytical lens is becoming the norm for nonprofits, particularly as foundations and nonprofits hold themselves more accountable for producing quantifiable results. MBAs bring a complementary skill-set to those taking more traditional paths into the sector, and together these skills build a stronger and more accountable social sector.”

Getting There: How to Connect with Nonprofits

Despite the fact that MBAs are more and more desired in the nonprofit field, it can be hard to make a connection with the right organization.  Nonprofit career fairs, sometimes organized by student social enterprise clubs, can be a great place to start looking.  However, because most nonprofits cannot afford to participate in on-campus recruiting programs, many MBAs need to actively pursue nonprofit opportunities themselves.

Organizations such as Net Impact, Idealist, Craigslist and StartingBloc are strong places to look for opportunities as they provide a broad range of entry points to the nonprofit sector and promote a wide scope of organizations.

Another place to think about getting experience and connections is through an internship or similar program.  While there are fewer formalized programs that offer nonprofit internships as compared with their for-profit counterparts, there are some opportunities, such as those through New Sector Alliance, Education Pioneers, and REDF’s Farber Internships.  If finding a formal internship is not an option, nonprofits also engage MBA students early through programs like Wharton’s Nonprofit Board Leadership Program, which places MBA students on local nonprofit boards.

Looking for More?

There are many helpful resources when you are considering getting an MBA and what to do with an MBA in the nonprofit sector once you have one.  Here are a few useful links to send you on your way to a career with an MBA that makes a difference:

• Idealist Graduate School Fairs: A multi-city, annual, free event created to help people considering graduate education as a way to improve their skills and advance their nonprofit careers.
• Harvard Business School Guide to Careers in the Nonprofit Sector: A print resource MBAs interested in entering the nonprofit sector as full-time managers, board members, or volunteers.
• MBA-Nonprofit Connection: A wealth of information and services with the goal bringing MBA skills and energy to the nonprofit sector while bringing new job opportunities to the business school community.
• Net Impact’s Career Center: A site that gives you the opportunity to read about other people who have gotten socially responsible jobs in business; or you can become a member search through job and internship listings yourself.

This article was written by Commongood Careers and is published under a Creative Commons Attribution-NonCommerical-NoDerivs 2.5 License.

For more information about nonprofit and socially entrepreneurial careers, visit Commongood Careers at http://www.cgcareers.org.

Let’s face it. Not all interview questions are created equally, and some are more challenging to answer than others. However, most hiring managers are not out to stump or trick candidates in their interview questions. Rather, the majority of interviewers approach the process as an opportunity to gain the information they need to evaluate if a candidate is the right match.

In a nonprofit interview, candidates are expected to do more than talk about their professional skills. Nonprofit hiring managers rely on interviews to explore a candidate’s soft skills and potential cultural fit with the organization. This information is uncovered through the content of a candidate’s answer, as well as the candidate’s ability to understand the question, think critically about an answer, and communicate that answer effectively, confidently and articulately.

This article discusses some of the toughest yet most effective questions from actual nonprofit interviews, and suggests strategies for how to communicate the best possible answers to these questions.

Why are you interested in this position with this organization?

While this question may seem rather innocent and basic, the open ended nature of the question makes it difficult to answer well.

With this type of question, hiring managers are generally looking to evaluate a candidate’s specific connection to the organization’s mission, as well as skill fit with the particular role. Speak with passion from a personal place about your connection to the position and organization. Then, get specific about this connection, using examples from your past experience. If you are unable to talk specifically about your fit with the role and organization, the hiring manager may question your interest, as well as how much you thought about your interest prior to the interview.

Avoid answers that are completely focused on you e.g. “this would be a really good move in my career path” or “I’m really good at accounting.” An organization wants to know what excites you about the work that they do. Use this opportunity to demonstrate your knowledge about the role and organization, and what you like about both.

If you were in this position, how would you do [specific responsibility of the job]?

This question may seem difficult to answer because it depends on theoretical information. Since you are not in the position already, you may not have first-hand knowledge of how to perform the duty being inquired about. However, in most cases, hiring managers are looking to how a candidate answers this type of question. They want to assess if you are well-researched about the position and able to address a theoretical question with real-life examples and knowledge.

To prepare for this type of question, do your homework. Research as much as you can about the specific position at the organization where you are interviewing, as well as comparable positions at similar organizations. Become as familiar as you can with specific duties and responsibilities, specifically if the position will require you to take on tasks you have never before done.

A larger part of successfully answering this question is also demonstrating your capacity to approach projects in a strategic and organized manner.  Make sure that your answer also demonstrates an effective prioritization of the many facets of the role.  So, you could state what you perceive to be the most important aspects of that function, and then address how you would exceed set goals along those lines, for example specific strategies you would implement or partnerships you would form. You can also use this opportunity to discuss similar experiences you’ve had in past positions, and how you successfully approached those responsibilities and challenges.

Talk about one of your weaknesses and how you have addressed this weakness in the workplace.

Organizations often ask about a candidate’s weaknesses for three reasons. The first is to evaluate how a candidate talks about his/her weaknesses and is able to position them in a positive light. The second is to hear how a candidate has addressed his/her weaknesses in real-life situations.  The third, especially true in the nonprofit sector, is to assess the candidate’s self-awareness and sense of humility (overly egotistic candidates do not see themselves as having any weaknesses).

A strong answer to this type of question communicates that a candidate is self-aware, able to think critically about his/her own personality, and is focused on growth experiences. A pitfall of this type of question is to come off sounding “cliché” (e.g. “My greatest weakness is working too hard.”) Having real-life examples prepared in advance will help your answer sound genuine, as well as demonstrate to the interviewer that you are able to be reflective about your own personality and characteristics in the workplace. Another way to respond to this question is to share an example of when a supervisor provided constructive feedback, and how you used that feedback to grow in your role.  Overall, your goal is to reframe the issue away from “weaknesses” and toward “professional development opportunities” of which you are already aware and actively working to ameliorate.

What requirements of this position do you think are the most important?

The answer to this type of question reveals how familiar a candidate is with the general requirements of a job, as well as how aligned a candidate is with the organization’s priorities for this role. This question is considered difficult because it requires the candidate to ascertain from the job description and other cues what requirements are most valued by the organization for the position.

To prepare for this type of question, read the job description at a high level and think about the top 3-5 competencies communicated in the description. For example, does the job description communicate that the organization wants a strategic thinker? Someone who can roll up their sleeves? Or is the priority on being able to forge relationships with constituents? By identifying these competencies in advance, you will be better prepared to talk to the importance of these requirements during the interview.

Please describe the most complicated or challenging situation you’ve been in related to race, class, or gender.

For many nonprofits, diversity is a core value. This is especially true for organizations that serve a specific population, and believe that their staff needs to be able to relate to the experiences of the people they serve. For these reasons, questions that explore a candidate’s experience with issues of race, class, or gender sometimes come up in a nonprofit interview.

This type of question can be difficult for candidates for a few reasons. First of all, candidates don’t want to come across as biased or prejudiced in any way. Issues related to diversity can also be highly personal, and a candidate may be caught off guard by this type of question. Finally, for candidates that have not been in this type of situation, it can be difficult to have a meaningful answer.

Approach this question as an opportunity to demonstrate your connection to the population served by the organization, and do your best to answer with honesty and ease. If it sounds like this is one of the first times you’ve thought about these issues and your experiences, it’ll show. Think about your relationship to these issues in advance. If you genuinely do not have any first-hand experiences to share, reflect on why that may be and offer any insight into your understanding of issues related to diversity. Focus on the aspects of your experience and personality that equip you to deal with these type of issues. Most importantly, avoid generalizations and stereotypes in your answer.

What are your salary requirements?

Talking about salary requirements in the early stages of the hiring process can be harrowing to some candidates, especially those who want to advance to the next level of the hiring process and not be screened out for salary reasons. Nonprofit hiring managers often inquire about salary requirements early in the process so that expectations are clear from the start.

Before you answer, it is generally acceptable to ask for the salary range for the position. Prior to the interview, research comparable salaries for similar positions at similar organizations. If the salary level for a given role represents a pay cut for you, it is ok to acknowledge this in the interview. However, don’t belabor the point to try and appear like a “martyr” (remember, the person who is interviewing you is likely to be earning a salary within the range of the organization).

Most importantly, be honest with your interviewer. If you are genuinely flexible on salary, say so. But if you are unwilling or unable to accept the salary for a position, do not waste the organization’s and your own time.

If you refuse to answer the question, realize that the organization may choose to no longer pursue your candidacy. At the very least, provide a baseline number or a general range for the organization’s consideration.

***

In closing, your ability to prepare for and respond to tough interview questions greatly influences a hiring organization’s decision to continue to pursue your candidacy. Careful preparation before the interview and active listening during the interview will position you for success, and allow you to respond critically and effectively to even the toughest interview questions.

This article was written by Commongood Careers and is published under a Creative Commons Attribution-NonCommerical-NoDerivs 2.5 License.

For more information about nonprofit and socially entrepreneurial careers, visit Commongood Careers at http://www.cgcareers.org.

While some industries have direct in-roads for recent graduates, entry-level opportunities in the nonprofit sector can be harder to navigate. This article shares the inside scoop about entry-level positions at a few rapidly growing organizations.

Year Up

For young professionals interested in working to close the opportunity divide, Year Up offers some amazing opportunities. Operating a one-year, intensive training program for urban young adults, ages 18-24, Year Up’s mission is to prepare this population for life and work in our technology-driven society while guiding them towards successful and rewarding careers and higher education. In its eighth year of operations, Year Up will serve more than 630 students in 2008 at sites in Boston, Providence, Washington, D.C., New York City, and San Francisco.

According to Heather Tatarski, Manager of People Development, Year Up is a great place to launch a nonprofit career. “Besides offering entry-level positions in almost every department, we are committed to helping our employees create career paths and leverage professional development opportunities,” said Heather about growth opportunities at Year Up.

Year Up regularly hires for the entry-level roles of Fellow and Coordinator. A Fellow is an ideal position for recent college graduates who are interested in pursuing a career path in educational instruction. Fellows work in a Year Up learning community made up of approximately 35 students and 10 staff members, and focus on developing and delivering instructional content. As there are two learning cycles per year, starting in March and September, fellows are typically hired in August and February.

Entry-level coordinator opportunities include roles in almost every functional department. Specifically, Year Up has an ongoing need for Data Coordinators to manage program-related data, Apprenticeship Coordinators to manage the administrative aspects of corporate partners, and Admissions Coordinators to conduct student outreach and recruitment. Similarly, Year Up often has entry-level positions available in its finance and development departments.

For a full list of Year Up’s current positions, visit http://www.yearup.org/getinvolved/employment.htm

Citizen Schools

Citizen Schools operates a national network of apprenticeship programs for middle school students, connecting adult volunteers to young people in hands-on learning projects after school. Since its founding 1995, Citizen Schools operates in middle schools in five states, serving 3,000 kids and engaging 2,300 volunteers. The organization is comprised of hundreds of dedicated staff members working to educate youth and strengthen communities.

For recent college graduates, Citizen Schools offers a few entry-level opportunities. One role, Teaching Fellow, is a 2-year position that provides amazing mentoring, community-building and non-profit experience. Teaching Fellows spend part of their time at one of Citizens Schools’ non-profit partners working on special projects. The rest of their time is spent being academic and leadership coaches at middle schools. This position is AmeriCorps funded, which means Teaching Fellows receive a stipend, which Citizen Schools supplements. Hiring for Teaching Fellows begins in September and continues through June.

Another entry-level position at Citizen Schools is Team Leader. Team Leaders spend their time developing and delivering creative educational experiences for students, often collaborating with volunteer experts. This position is part-time, although Citizen Schools requests that Team Leaders make at least a 1-year commitment. Hiring for Team Leaders is year-round, although the bulk of hiring occurs in June and November.

Developing talent from within is a focus at Citizen Schools. “The organization is growing quickly and there are frequently new job openings at the management, support, and campus level,” said Boston Program Coordinator Ryan McCarthy. “In just a few years, someone joining Citizen Schools as a Teaching Fellow can be managing an entire program site. For people who are committed to working with kids and challenging themselves, Citizen Schools offers great opportunities.”

For a full list of Citizen Schools’ current positions, visit http://citizenschools.org/careers/index.cfm

College Summit

College Summit, the nation’s largest high school-wide college transition program, is a nationally recognized nonprofit dedicated to raising college-going rates for low-income students. With a track record of producing measurable results, College Summit builds the capacity of school districts to raise college-going rates school-wide and to foster the kind of college culture that helps all students stay on track academically and graduate college-ready. Founded in 1993, College Summit works in 10 different states and is currently serving approximately 13,000 students across the county.

College Summit offers entry-level opportunities for recent college graduates, as well as those with 1-2 years of work experience. One of College Summit’s entry-level positions is Operations Associate. This role entails working in a regional office with a team that supports the local school district. The operations associate position offers great exposure to the various aspects of running a regional program and allows young professionals to support senior program and executive staff in delivering quality programs. College Summit hires for this position regularly throughout the year.

For current college students or graduating seniors ready to hit the ground running, College Summit offers a paid summer internship. In this role, interns provide program support during College Summit’s summer workshop season. The internship runs from May through August. Additionally, College Summit offers a range of volunteer opportunities, which is another great way to get your foot in the door.

“The organization is growing really quickly and we’re always seeking self-starters who connect with our mission,” said Andrea Whitmore, Director of Recruiting. She added, “Recent graduates with volunteer or past work experience in youth education are strong candidates, particularly when they can demonstrate a commitment to the work we do.”

For a full list of College Summit’s current positions, visit: http://www.collegesummit.org/employment/

For more listings of entry-level jobs in the nonprofit sector, visit these online resources:

Idealist

Opportunity Knocks

YNPN Career Center

This article was written by Commongood Careers and is published under a Creative Commons Attribution-NonCommerical-NoDerivs 2.5 License.

For more information about nonprofit and socially entrepreneurial careers, visit Commongood Careers at http://www.cgcareers.org.

Phone interviews present the unique challenge of communicating your enthusiasm and relevant experiences without the benefits of eye contact, body language, dressing to impress, and a hearty handshake. However, the phone interview is often a critical part of the hirng process that will determine the fate of your candidacy.  The following article walks you through the phases of the phone interview and shares a collection of insider tips that can help propel you to the next stages of the interview process.

Before the Interview

• Acknowledge the importance of the phone interview. Being invited to a phone interview does not mean that you are not good enough for an in person interview.  Because nonprofits are often stretched for time, many organizations have adopted the phone interview as the initial stage of the interview process.  This means that hiring managers have decided that the phone interview is a decision point concerning an applicant’s status.  If you do not treat it as an important step, the hiring manager interviewing you will not treat you as an important candidate.
• Respect the scheduling process. Treat all pre-interview communications with your interviewer as opportunities to demonstrate your competency and decorum. Following directions is extremely important and will show your interviewer that you respect their processes. Also, make yourself available during normal work hours.  Asking an interviewer to be available at 9pm for an interview will translate as being disrespectful of the interviewer’s personal life. If the interviewer explains that the conversation should last 20-30 minutes, be prepared to tailor your answers to fit within that time slot.  Simple considerations and following directions demonstrates to the interviewer that you pay attention to details and are considerate of the hiring process.
• Research the organization and the position.Though it may seem unthinkable, we regularly have conversations with candidates who have not done their homework about the position to which they are applying.  In the week(s) before your interview, visit the organization’s website and search the web for articles to gain an understanding of the nonprofit’s programs and learn about its history. Additionally, read the job description closely and prepare questions if you need components of the job description better explained.  Prepare bullet-points that explain a specific example of a time that you fulfilled a qualification required for the role.  Citing specific examples from your previous work experience will make your phone interview more memorable for the interviewer.
• Prepare thoughtful questions and a final statement in advance. As a candidate, you can always expect the phone interview to conclude with the interviewer asking if you have any final questions.  Asking thoughtful questions at the end of an interview gives the interviewee an opportunity to show some critical thinking skills. However, coming up with thoughtful questions during an interview can be extremely difficult, so prepare your queries before the call.  Additionally, prepare in advance a quick ten second personal pitch for why you are the right person for the job. Doing so will help you clarify your motives for applying and will put you in a confident frame of mind for the interview.
• Take control of your environment. When the phone rings for your interview, you should be relaxed and have everything prepared that will make you sound calm and professional.  Find a quiet, isolated place for the interview well in advance of the phone call.  When you are pitching yourself over the phone, you want your interviewer to focus on your words.  Background noise will distract you and your interviewer and lead to increased frustration and tension on the line. To completely mitigate the negative effects of miscommunication, find a landline to make the call. Nothing can kill the flow of a conversation more than a dropped call or a bad connection. If your only phone is your mobile, conduct the phone interview in a location that historically has great reception for your phone.

During the Call

• Be enthusiastic. Your first impression on the phone is extremely important. A great way to nail the first impression is to sound happy, friendly and enthusiastic about the conversation.  Communicating excitement for the opportunity will demonstrate to the interviewer that you are someone who has passion and optimism.  A tactic to naturally sound more enthusiastic is to stand during the phone call.  Standing up allows more oxygen to flow through your airways, making your voice sound more energized and robust.
• Remember that your interviewer is taking notes. As you speak, your interviewer is most likely taking notes.  S/he will need some record of the conversation either for his/her recollection or to be able to effectively share your candidacy with other members of the staff.  Speak clearly and at a reasonable pace.
• Stay focused. As you are asked questions, jot the question down.  Tell your interviewer that you are going to do this, so s/he does not think you are pausing to do something unrelated to the interview. Writing the question will help to keep your answer focused and concise.  If you are starting to stray off topic, being able to visualize the question can help you stay on topic. If you need more time to answer the question, request some time to reflect so you can give the best answer. Also, do not multitask during the interview. An interviewer will be able to tell if you are distracted. Sharing time between the interview and driving, surfing the web, cooking, or walking home from work will communicate that you are not completely interested in the position.
• Communicate a balance of passion and experience. The interviewer wants to hear that you are passionate about the mission of the organization, but s/he also wants to hear examples of how you have demonstrated your passion in past experiences.  Remember that the interviewer has committed his/herself to the mission of the organization and therefore wants to hear that you (as a potential co-worker) will share in the passion for the given mission.  At the same time, they want to know that they will be hiring someone whose skills match the passion. Giving concrete examples of past experiences and skills that are transferable is extremely important. Providing a philosophical/ethical foundation for why you want to work for the mission is also vital to the success of the phone interview.
• Be honest about your salary requirements. If the conversation turns to the topic of salary, be honest about your requirements for the role.  If the interviewer shares the expected range it is most likely the case that the range will not drastically change during the hiring process. Deflating your requirements so that you are moved forward in the process will result in wasted time and will reflect poorly on you as a job seeker. Therefore, if it is impossible for you to accept the stated salary range, take yourself out of consideration and keep looking for other opportunities.
• Close strong. As important as your first impression is, so is your last impression. After asking one or two thoughtful questions at the end of your conversation, thank the interviewer for their time and reiterate your enthusiasm for the role.  This is where you throw in the ten second final pitch that you prepared before the interview. Making a powerful and concise closing statement will leave a lasting impression on your interviewer.

After the Phone Interview

• Write thank you notes. Within 24 hours of your phone interview, send a quick thank you via email.  Keep it simple and thank the interviewer for the opportunity to converse about the position.  This quick gesture will be appreciated.  Within the week after your phone interview, it is still very appropriate to write a hand written thank you note. For some hiring managers, receiving this gesture of appreciation could translate into a strong candidate becoming the front runner for the role.
• Manage the frequency of your follow-up. They say that patience is a virtue and this is extremely true during the interview process.  Because nonprofit organizations are frequently strapped for time and resources, the people making hiring decisions might not be as speedy with getting back to you about your candidacy as you might like. Checking in about one’s status with too much frequency can turn a strong candidate into an annoying candidate. Be mindful and respectful of the time frames promised by the interviewer.  If s/he says it will take two weeks for you to hear from them, do not contact them before that two week time frame. It is reasonable to touch base with the hiring manager or interviewer if after the stated time frame you still have not been notified. 

The phone interview can make the difference between moving ahead in the hiring process or checking your candidacy at the door. With careful preparation and a positive attitude, you can sail through the phone interview and emerge as a strong candidate for the role.

This article was written by Commongood Careers and is published under a Creative Commons Attribution-NonCommerical-NoDerivs 2.5 License.

For more information about nonprofit and socially entrepreneurial careers, visit Commongood Careers at http://www.cgcareers.org.

It’s your senior year and campus is abuzz, but this year however, there’s a different feel. Everywhere you turn there’s a career fair.  Recruiters have blown into town and they’re interviewing everyone in their path.  Your roommates are mulling offers from Fortune 500 companies and even friends in the community service club are comparing sign-on bonuses.  You, however, have never pictured yourself working for a paycheck in a huge corporation.  You’ve always wanted to do something you feel passionate about; something that impacts your community and serves a greater good.  You’ve been steering straight towards the nonprofit sector.  However, the pressure is on to get a job.  Graduation is around the corner, student loan bills are on their way and the last thing you want to do is move back home with your parents. 

If this sounds familiar, then welcome to the crossroads of your real world responsibilities and your “save the world sensibilities.” Though the challenge may seem daunting, success is within reach.  But before you hit send on your first application, you’ll need to develop a strategy and employ the right techniques to land an amazing job in the nonprofit sector.  Take a deep breath. You’ve got a lot of work to do if you’re going to change the world. 

Step 1: Find your inspiration

Chances are your interest in the nonprofit sector and your passion for social impact didn’t happen overnight.  A successful nonprofit job search strategy starts with a solid self assessment of your interests and inspirations.

• What issues do you feel strongly about?
• Was there a particular book, teacher or class that first sparked your interest?
• Would you be happier as a front line soldier or a behind the scenes catalyst?
• Would it be more satisfying for you to help one child succeed, or to affect high-level policy change?

Whether it’s the environment, immigrant rights, or school reform, it may take some digging to find the roots of your social consciousness.  While this effort is essential in crafting an effective nonprofit job search, you can’t merely rest on your idealism.  “The candidates that are most successful in making the leap from college to the nonprofit sector aren’t just do-gooders,” says Allyson Biegeleisen, Director of Client Service at Commongood Careers. “They’re passionate about particular issues and they’ve demonstrated that passion in their academics, extra curricular activities and volunteer work.” In short, find your passion and turn it into action.

It can be helpful to explore your motivations for working in the nonprofit sector by hearing about what has inspired others. Check out the publication Be Bold which profiles 12 social entrepreneurs and details the inspirations and qualities that drive them to continually broaden their impact and change the world.

Step 2: Research organizations

Now that you’ve uncovered your motivations for working in the nonprofit sector, it’s time to put those research skills you’ve spent 4 years sharpening to work.  Find the organizations that would be perfect match for you

• Use online resources to identify nonprofits you may want to work for.  Idealist.org and Charity Navigator, and Guidestar are good sites to start with, as they have detailed profiles for thousands of nonprofits throughout the world.
• Read up on news and trends in the sector at such sites as The Foundation Center and The Nonprofit Times.
• Talk to your school’s career center and your professors. There is often an overlap between academia and the nonprofit sector, and many professors serve as board members, policy advisors or supporters of nonprofit organizations.
• Based on this research, create a target list of 5-10 organizations that you would love to work for. 
• Then, scour the websites of the organizations on your target list and find the titles and responsibilities of their entry-level positions.  Through this, you can identify specific positions to focus on and when you’re ready to apply you can tailor your resume and cover letter according to the responsibilities and qualifications of the role. 

Step 3: Get out there!

Have you ever heard the phrase, “It’s not what you know, but who you know?” It’s as true in the nonprofit sector as it is in any facet of your life, maybe more so. Due to a lack of resources to recruit on campus and run far-reaching talent searches, nonprofits leaders rely heavily on their networks and referrals to find great talent.  Unlike your classmates who are pursuing corporate job opportunities, nonprofit jobseekers typically don’t have the luxury of setting up on-campus interviews through campus career centers. You’ll need to proactive to find the perfect fit. Building your network involves a combination of your social skills and your know-how. 

Networking:  Start within your age group and other people that have recently made the jump into the nonprofit sector.  This group is most able to relate to your situation and will have the most relevant advice for jumping the hurdles that stand in your path.  The Young Nonprofit Professionals Network (YNPN) is a membership organization that creates opportunities for the young people in the sector to connect and network with their peers. From there, work outwards and upwards to network with leaders in the nonprofit sector.  For more detailed advice on networking, read our article It’s Who You Know: Networking for Jobseekers.

Volunteering: Every nonprofit in some capacity or another relies on volunteers to accomplish their mission. Find volunteer opportunities with the 5-10 organizations on your target list and get involved today. Fundraising events are generally a good starting place to volunteer and they present an excellent opportunity to network with staff, funders and other volunteers of your target organizations.  Also, call each organization directly and ask if there are any volunteer opportunities in their offices. Most nonprofits will not turn down help, and there’s often the largest need in the development and programming departments. 

Mentors: In your networking and volunteer work, keep an eye out for potential mentors to act as go-to people for advice and council.  Another technique for finding a mentor involves a bit more action.  Find the person in the sector that has your dream job and contact them.  Let them know that you’d someday like to be where they are now, and you’d like to speak to them about their career path.  If they’re amenable, schedule a meeting or an in-person informational interview.  It may seem like a scary proposition to cold call someone you don’t know, but you’d be amazed how helpful and open successful professionals in the nonprofit sector are. In developing these relationships, remember to take it slow and state your intentions. Start with an email, then a call and then a meeting.  The key is to get out in the community now, impress everyone you meet and be upfront about your goal of finding a job in the nonprofit sector.  Through this, you’ll soon have a team of supporters and advocates to help you accomplish your goal. 

Conclusion

Making the jump from undergrad to the nonprofit sector may be easier than you think.  You can drastically increase your chances of landing that perfect job by creating a strategy, understanding your passion, researching organizations, networking and getting involved.  Before you even submit your first application you’ll be half way there. You may not be saving the world tomorrow, but you’ll be on your way to making a big impact, one footprint at a time. 

This article was written by Commongood Careers and is published under a Creative Commons Attribution-NonCommerical-NoDerivs 2.5 License.

For more information about nonprofit and socially entrepreneurial careers, visit Commongood Careers at http://www.cgcareers.org.

Think nonprofits are about low pay and inexperienced staff? Think again…

Myth #1: “I can’t afford to work at a nonprofit because their salaries are not competitive.”

The reality is positions in finance, operations, and management generally pay $50-75k for mid-to-senior roles, and $75-150k for executive roles.

Myth #2: “Working at a nonprofit will not challenge me as much as a corporate job.”

Many nonprofits are highly entrepreneurial and growth oriented. Their business challenges are very similar to those of comparable corporations.

Myth #3: “There aren’t really nonprofit jobs for people with business skills or advanced degrees.”

Depending on the organization, most mid-to-senior level staff possesses advanced degrees and extensive business experience, especially in finance, operations, and general management.

Myth #4: “Nonprofits are disorganized and skimp on operational infrastructure.”

Successful nonprofits view business infrastructure needs, such as technology and management systems, as critical investments.

This article was written by Commongood Careers and is published under a Creative Commons Attribution-NonCommerical-NoDerivs 2.5 License.

For more information about nonprofit and socially entrepreneurial careers, visit Commongood Careers at http://www.cgcareers.org.

There are over 1.5 million organizations that make up the social sector in the United States. Increasingly within the sector, a trend of fast-growing high-impact organizations is emerging: a movement of Socially Entrepreneurial Venture (SEVs). Bringing opportunistic mindsets and innovative approaches to address social issues, these organizations aim to create deep and sustainable change on the widest scale possible.

What is a Socially Entrepreneurial Venture?

In the business world, an entrepreneur is someone with the vision and leadership to identify a market need and respond with a new product or service, ultimately intending to make a profit from the venture. Similar principles are true of social entrepreneurs, with the key differences that SEVs: (1) address a societal need, such as illiteracy; and (2) primarily measure results in social impact value, such as increased literacy rates, as opposed to profitability.

In general, SEVs:

• Deliver a powerful model for change in a field related to social development;
• Grow and develop at an ambitious pace that is driven by a moral imperative;
• Leverage best practices of management, often from the corporate sector;
• Value knowledge highly and take a creative approach to human capital.

While SEVs are predominantly incorporated as not-for-profits, there are also many LLC’s, S-Corps and C-Corps that are completely socially driven. SEVs are ultimately defined by their commitment to a social problem, not by their tax status.

The Social Entrepreneur’s Movement

The increasing prevalence of social entrepreneurs is part of an exciting movement that is being driven by a number of factors, including, among others:

• Government privatizing social services over the past 50 years;
• Baby Boomers returning to socially focused work in early retirement;
• Boomers raising their children (Gen-X/Y) with a greater sense of social responsibility;
• Computers and the Internet broadening global awareness and connectivity;
• Venture philanthropy creating a funding stream to cultivate SEVs;
• Corporate scandals increasing cynicism and scrutiny of business practices;
• World events like 9/11 and the Indian Ocean Tsunami leading many to question “purpose” at work.

As a result of these factors, the concept of “social responsibility” is spreading and broadening. Both people and practices from the corporate sector are crossing over to nonprofits, leading to higher salaries and new management systems. Universities now offer more programs around citizenship and nonprofit management. These systemic changes illustrate the emergence of socially entrepreneurial careers and create the paths to pursue them.

Challenges and Benefits

There are unique challenges and benefits to working at an SEV. Fast-paced, dynamic cultures can result in difficulties around “work/life balance” and higher “burn-out” rates. In an entrepreneurial culture, business models can sometimes be hastily implemented without the required expertise or resources. On the compensation front, salaries are becoming more and more competitive with the corporate sector; however there is still generally a lower ceiling on total earning potential.

For individuals motivated to work in this sector, however, such organizations provide stimulating and rewarding environments for young professionals. Collaborative work cultures comprised of like-minded, mission-driven colleagues can inspire personal fulfillment and satisfy a drive to positively impact society. Another benefit is accelerated career paths; flatter hierarchies and small senior teams result in faster career trajectories and earlier access to strategic roles.

This article was written by Commongood Careers and is published under a Creative Commons Attribution-NonCommerical-NoDerivs 2.5 License.

For more information about nonprofit and socially entrepreneurial careers, visit Commongood Careers at http://www.cgcareers.org.

Roles in the nonprofit sector are as diverse as the organizations that hire for them. Learn about some of the roles available at today’s most exciting nonprofits and social enterprises.

Business Operations

Finance. Marketing. Facilities Management. These may not be the first words that come to mind when you think about nonprofits, but these are all crucial parts of most nonprofits’ ability to succeed.

Similar to corporations and small businesses, nonprofits strive to operate with method and within budget. Since nonprofits are accountable to funders, board members, and the government, their task to run efficient operations, while being able to simultaneously demonstrate measurable outcomes of how they are advancing their mission, is especially important.

Many jobs in nonprofit business operations require a specialized degree, such as a CPA or MBA. Other roles call for hands-on experience in disciplines like communications or sales. These degrees and skills can be some of the most transferable from the corporate to the nonprofit sector, and often prove to be exceptionally rewarding to sector-changers looking to apply their operational skills in a socially driven setting.

Community Development Finance

Do you think careers in nonprofit finance are just about budgets and audits? Think again…

Many nonprofits offer opportunities in finance and accounting that help to build the sector as a whole, such as organizations that specialize in community development finance. Individuals with 5-10 years experience working in finance, banking, or accounting, and those with a higher degree like an MBA, will find ample opportunities to put their skills to good work.

Community development finance institutions provide capital to other nonprofit organizations for mission-critical projects, such as new sites or programs. In addition to financial support, these organizations provide strategic planning and advocacy services.

Development Jobs: Win Friends and Influence People

Do you love to talk (or write) a blue streak? Are you looking to put your sales, marketing, or business background to good use? Then a career in nonprofit development may be for you.

At most nonprofits, development roles focus on soft skills, such as communication and interpersonal relationships. Hard skills, such as fundraising database management, can be learned on the job. Development is one of the easiest roles to transition into from any other field, such general management, sales, or even real estate.

Development is the single biggest area of the sector where demand out-paces the supply of good people. There are a lot of jobs out there and they are often amongst the highest paying positions at a given organization.

Program Management Jobs: Putting Mission into Action

Nonprofit program managers carry out the mission-critical work of the organization. Whether providing programs in such fields as education, healthcare, or disaster relief, program management staff works directly with the community served by an organization.

Careers in program management require excellent people and organizational skills, as well as a strong connection to the organization’s mission. As all nonprofit programs are different, specific responsibilities vary. General responsibilities may include managing volunteers or other staff, promoting the program to the local community, and making sure that program activities support the strategic vision of the organization.

This article was written by Commongood Careers and is published under a Creative Commons Attribution-NonCommerical-NoDerivs 2.5 License.

For more information about nonprofit and socially entrepreneurial careers, visit Commongood Careers at http://www.cgcareers.org.

A common myth about nonprofit organizations is that salaries are low and can’t compare with the corporate world. Depending on your expectations, nonprofit salaries may be more competitive than you think.

Nonprofit organizations are in a tough spot, in that they receive funding in order to meet a mission and there is an implicit expectation that as much of that funding as possible should go directly to programs supporting the mission.  Historically, much of the total dollars spent by an organization on compensation has been allocated to administrative overhead, which can send the wrong message to funders.  However, more and more, funders and nonprofits alike recognize that an organization’s effectiveness and ability to meet its mission is dependent upon the quality of its staff, and understand that they can no longer rely on highly qualified people who are willing to work for less than market-rate salaries just for the “feel good” satisfaction.  Nonprofit organizations are highly professional workplaces and in order to attract and retain outstanding talent, they need to be competitive with other job opportunities.  Therefore, nonprofit salaries are becoming more and more competitive and organizations are paying much more attention to the market rate for compensation.  That being said, nonprofits do operate in a resource-constrained environment and need to be very conscientious about the compensation that they offer, both from a budget perspective and from an internal equity perspective.

What does this mean for you, the jobseeker?  Salary negotiations are complicated and involve many variables.  Some will be individual criteria, such as salary requirements and estimated market value, and some will be organizational criteria, such as budget restrictions, internal equity, and benefits packages.  It is important that you understand your own criteria deeply and that you also take into consideration the situation of your prospective employer.  This article discusses some guidelines to consider when contemplating compensation negotiations with a nonprofit employer.

Compensation vs. Salary

Salary is just one piece of how employees are compensated. While salary is the actual amount of money an employee earns (financial compensation), total compensation is the full picture of how an organization demonstrates the value of its employees, including benefits and perks. When entering into any kind of compensation negotiations, it is important to consider your needs around both financial and non-financial compensation.

When determining your personal compensation requirements, consider what is important to you. Do you value 100% employer-paid medical benefits? Do you require a flexible work schedule that allows you to work at home?  While compensation packages vary across nonprofit organizations, many nonprofits offer some or all of the following types of benefits as part of their comprehensive compensation packages:

• Medical, dental, and life insurance benefits (% employer-paid will vary)
• Retirement plan, such as a 401k or 403b investment plan (employer match policies will vary)
• Flexible schedules
• Generous time off policies
• Internal growth opportunities
• Business-casual work environments
• Optional unpaid vacation

Prioritize the compensation factors that are most important to you and let that guide you when considering your salary requirements.

Determining Salary Requirements and Expectations

The first step in determining your salary requirements is to figure out your personal bottom line. Create a budget of your expenses—such as housing, food, transportation, child care, entertainment, etc.—and determine what you need to earn each month.

Then, do your homework! Research benchmarks for similar positions at similar organizations. Remember that salary is determined by many factors, including an individual’s education level, years of experience, and job function. For example, positions in nonprofit finance, operations, and management typically pay $50-75K for mid-to-senior roles, and $75-150K for executive roles.

Organizational factors, such as organizational budget or location, also play a role. According to the most recent salary survey published by The Nonprofit Times, jobs in the Mid-Atlantic region offer the highest salaries, then the West, then the Central states. In general, organizations with larger budgets ($10 million and higher) tend to pay more than organizations with budgets under $10 million.

To dig deeper into specific nonprofit salary benchmarks, we recommend the following resources:

Guidestar: A free searchable database of over 1.5 million nonprofit organizations, including Form 990 tax return data that documents salary information for the five highest-paid positions at specific organizations. Guidestar also offers a fee-based nonprofit compensation report and salary search tool.

The Nonprofit Times 2005 Salary Survey: Annual special report from major sector publication The Nonprofit Times. Provides benchmarks primarily for senior-to-executive management positions across budget size and geographic location.
Professionals for Nonprofits 2006 Salary Survey - New York and Professionals for Nonprofits 2006 Salary Survey - Washington D.C.: These annual surveys of New York City and Washington D.C. nonprofits provide salary ranges in management, finance, fundraising, marketing, programs, and IT across organizations of varying operating budgets.

When developing your compensation requirements, remember that you need to understand both your market value, as described above, and the internal variables that impact an organization’s ability to pay (budget, location, internal equity, funding cutbacks, etc.).  It is perfectly possible that you determine your market value to be $60,000, for example, but the organization you really want to work with is only able to pay you $50,000.  You need to consider how you prioritize compensation, opportunity, work environment, reputation, etc.; many people have accepted positions below their market rate because of the amazing opportunities provided.

Increasingly, nonprofits are considering varied types of financial compensation plans, including signing bonuses and performance bonuses.  Consider your comfort level with the various financial compensation options.  For example, suggesting a performance-based bonus plan to a prospective employer will allow you to demonstrate your confidence in meeting goals, while allowing the organization to minimize risk and you to potentially maximize earnings.

Discussing Compensation with a Potential Employer

When discussing compensation with a potential employer, remember that nonprofit employers value honesty and communication and will anticipate that you will be ready to be open about your salary requirements and other needs.  If appropriate, explain the reasons behind your requirements but remember to always use discretion when sharing any type of personal information.  It is important for both sides to have a clear understanding of all the factors involved, and in addition to coming prepared to share your compensations needs, be sure that you have all the information you need from the organization.  If the salary range has not been openly stated, request this information directly. Inquire about the other aspects of compensation. Ask how salary is determined by the organization and where this position falls in the range of salaries.

Most nonprofits also value a combination of humility and self-advocacy; they want you to be confident in the value that you can add to their organization, without overselling, appearing too focused on compensation and status, or overvaluing past experience or education.  For example, while many nonprofit employers value an MBA, they don’t want someone who thinks that because they have an MBA, they deserve a $30,000 increase over their previous salary.

During all these discussions, stress any areas where you can be flexible, and share your willingness to explore creative solutions.  Remember that nonprofits often don’t have much flexibility in their finances, but may be able to demonstrate flexibility in other areas.  The organization may be willing to supplement financial compensation with other types of compensation, such as the ability to work from home one day a week or offering unpaid leave for extended vacations.

In general, there is not a lot of room for lengthy salary negotiations with a nonprofit employer. Nonprofits pick a range based on the factors described earlier and generally do not have the ability to offer more. With this in mind, don’t attempt to “sell” yourself as being worth more than what they can offer, and never lie about what you are willing to accept to get through to the next stage of the hiring process.

Finally, no matter what, do not agree to a salary that will make you unhappy in the short or long-term. Find out the organization’s policy on raises and bonuses in advance, and never accept a lower salary because you are expecting a salary adjustment down the road. If the organization cannot offer you what you need, and you cannot adjust your salary requirements, it is sometimes best to walk away from the opportunity. However, if you are able to be flexible with your salary requirements and consider other aspects of compensation, you may end up in a rewarding and personally fulfilling position.

This article was written by Commongood Careers and is published under a Creative Commons Attribution-NonCommerical-NoDerivs 2.5 License.

For more information about nonprofit and socially entrepreneurial careers, visit Commongood Careers at http://www.cgcareers.org. 

Preparation for your nonprofit job search can mean the difference between getting a good job and a great one. Good preparation entails the following:

(1) PLANNING: Know What You Want and What’s Out There

• Describe your ideal organization (geography, mission, culture, size)
• Define your ideal position (function, department, responsibilities, compensation)
• Familiarize yourself with the field looking at online resources (Idealist, Guidestar, Foundation Center), publications (Stanford Social Innovation Review, NonProfit Times, Nonprofit Quarterly), foundations (New Profit Inc, Venture Philanthropy Partners, Social Venture Partners, Edna McConnell Clark, Ashoka), and award programs (Fast Company, Root Cause Institute, Manhattan Institute)

(2) NETWORKING: Build Relationships and Knowledge

• Request e-mail introductions from personal contacts to organizations of interest
• Conduct informational interviews first—look for knowledge, not a job!
• Attend career fairs, volunteer, join boards, start consulting, initiate internships
• Work with a search firm like Commongood Careers or Bridgestar

(3) APPLYING: Find and Apply for the Best Jobs

• Start networking ASAP, but do not start applying more than 1-2 months before you will be available—nonprofits look to hire immediately, not months in advance
• Stay organized and motivated, and be patient, finding the perfect job takes time

(4) MARKETING: Know Your Audience and Position Yourself

• In your cover letter, explain why you are passionate about the organization’s mission, focus on the transferable skills you bring, and address how your experience fits with the requirements
• With your resume, stick to relevant experience, stay under 2 pages, and avoid typos
• For the interview, research the organization, prepare intelligent questions, dress professionally, reiterate why you are passionate about the mission, and interview with high energy, confidence, and a positive attitude (entrepreneurial nonprofits want passionate self-starters)

This article was written by Commongood Careers and is published under a Creative Commons Attribution-NonCommerical-NoDerivs 2.5 License.

For more information about nonprofit and socially entrepreneurial careers, visit Commongood Careers at http://www.cgcareers.org.

There’s an old saying: for every door that closes, another one opens. When leaving one job for another, make sure that the door doesn’t hit you on the way out.

Everyone leaves jobs for different reasons, some personal and some employer-related. Whatever your specific reason, it is important to show respect for your current employer upon your exit.

Before making your decision to leave, think long and hard about it.  Make sure that it is the best decision for you and that there is nothing that could change (promotion, pay increase, flexible scheduling, etc.) that would alter your decision.

Once you have come to this conclusion, analyze your particular situation with your employer.  It is recommended that you start talking to your employer early, give the organization plenty of notice, and do as much as possible to ensure a smooth transition.

The following are some specific tips on what to do—and not do—in order to transition out of a position with integrity, grace, and style.  Most of these suggestions are intended to apply when it is you who is initiating a resignation process, though most of the following are also applicable if it is your employer who initiates a termination discussion.

Do take into consideration, when contemplating leaving, whether your decision to leave may harm your credibility within the sector or field in which you are employed.  Be aware that if you plan to continue to work in the same field, potential employers may question your decision to leave a similar organization.

Do have a clear conversation with your manager about your decision and try to time it so that your supervisor is able to absorb the news.  Think in advance about his/her possible reactions and be prepared for any possibility; don’t be shocked by your employer’s reaction, whether positive or negative.  Often, you can predict how your employer may react by honestly gauging your performance and by thinking about how much of an impact on the organization your departure might have.

Do give as much notice as possible; 30 days is standard, with a minimum of 2 weeks.  Be prepared for the possibility of your employer letting you go sooner, however, and plan your remaining time carefully for the smoothest transition.

Don’t try to use your paid vacation days at the end of your employment term.  Although you may be legally entitled to this compensation, employers will often view this as petty or insulting if you initiated the resignation process.  This practice is more commonly used as severance when an employer initiates a termination.

Do craft a professional explanation of your departure to share with peers, contacts, and others in the field.  Review any such notice with your employer before sending it out to any constituents whose opinion they might value.

Do allow your supervisor the opportunity to negotiate with you to stay, but only if you would actually consider staying.  Be realistic about the likelihood of any counter-offer coming to fruition and take this into consideration.  If you have made up your mind to leave, you should not consider any counter-offers; it will only lead to frustration on the part of your employer and will serve to make you look greedy.

Don’t look for a new job while on-site at your current place of employment, even if you have already decided to leave or you have informed your employer of your decision.  It is unprofessional and reflects poor character and judgment.

Do take into account the impact your departure will have on the organization. In most cases, your departure will require the organization to find a replacement, which can be a difficult and time-consuming process.  Be willing to help transfer your personal institutional knowledge to others.  You might offer to write a manual that outlines the position’s key tasks and projects, including important contacts and systems used.  It may also be that the position will be vacant for a period of time after your departure.  Ensure that all of your projects are left at a place where they can be put on hold temporarily or easily picked-up by someone not familiar with the project.

Do offer to help write and/or revise the job description for your position. Also, offer to participate in the process of finding and training your replacement, if desired by your employer.

Don’t forget to tie up any logistical loose ends (e.g. final pay, keys, passwords, health insurance and COBRA forms if needed).

Do request an exit interview to share and receive final feedback, if appropriate.

Do use this opportunity to build credibility with your employer. Even though you are leaving, be as available and present as possible in your final weeks on the job, exhibiting a positive attitude and performing at a high level.  This will leave your employer with a positive impression of you and your work.  As you continue down your career path, you will find that relationships with past employers are vital, so be sure leave the best impression along the way.

This article was written by Commongood Careers and is published under a Creative Commons Attribution-NonCommerical-NoDerivs 2.5 License.

For more information about nonprofit and socially entrepreneurial careers, visit Commongood Careers at http://www.cgcareers.org. 

At graduation time of year, the clichés come out. Commencement speakers encourage hope-filled graduates to “do what you love and the money will follow” and to “follow your passion.” As tired as these phrases may be, there is a simple wisdom behind them: many people find that the most rewarding careers are those rich in personal meaning, connection, and conviction.  If you are one of those people, then a career in the social sector is a great option.

In a sector comprised of nearly two million organizations, each with its own unique mission and culture, finding your niche begins with a thoughtful process of self-discovery. This article explores ways to leverage your passion into a fulfilling career at a nonprofit organization.

Conduct a Personal Inventory

Jana Reed, Director of Talent at Commongood Careers, approaches career advising as an exercise in self-discovery; she works with jobseekers to dig beneath the surface to define their skills and personal mission and then pushes them to discover where their ability and interest intersect and will have the most impact.

“When I ask jobseekers why they are interested in working at a particular type of nonprofit, I often hear a knee-jerk response of ‘I want to help people’ or ‘I just want to make a difference,’” Jana observes.  “Jobseekers need to get really clear. I recommend that jobseekers really think through their personal connection to an organization and its mission, and take time to fully understand how their skills and passion will add value to the organization’s work.”

To make the connection between your personal beliefs and professional work, Jana suggests starting by creating a personal inventory.  Be honest with yourself, and think about all aspects of your past and current experience, as well as your future goals, as you:

1. Make a list of your skills, particularly those that are transferable across work functions.  Include both hard skills (e.g. the ability to use Quicken for accounting taks) and soft skills (e.g. the ability to be analytical).  Other sample soft skills include: Administration, Communication, Critical Thinking, Design and Planning, Human Relations and Interpersonal, Information Management, Leadership, Management, Research and Investigation, Project Management, Time Management

2. Make a list of your area(s) of interest, as well as any particular mission areas that interest you. Be as specific as you can. For example, if you are interested in public education, specify which aspects of this field are most important to you (e.g. improving the quality of academics at inner city schools or developing a culturally inclusive curriculum.)

3. Make a list of your personal values —the beliefs that drive your personal and professional life.  What is most important to you, regardless of your specific position or the organization for which you are working?

Once you have completed this self-inventory, research organizations and positions that align with your skills, interests, and values. Look carefully at specific roles and responsibilities, and keep an open mind about a range of roles at organizations that match your values and interests. For example, if you are passionate about after-school programming but cannot find a role in your area of expertise, consider other roles that leverage your transferable skills at these types of organizations.

Focus on Culture Fit

For Kevin Donahue, Senior Development Officer at Management Leadership for Tomorrow (MLT), finding his niche in the nonprofit sector came down to one crucial element: cultural fit.  Prior to joining MLT about a year ago, Kevin worked in the corporate sector for a large financial services firm, an experience that motivated Kevin to explore what he valued in a work environment and career choice.

“Working in a large corporation, I came to realize that I was more interested in working at a smaller and more entrepreneurial organization,” says Kevin, “I knew I wanted to work in an environment of creative, talented people who weren’t afraid to take risks and who really believe in what they’re doing.  One thing that motivated me to make a change to the nonprofit sector was looking at work environment and the type of people around me,”

Kevin’s quantitative and analytical skills were easily transferable to a range of job opportunities but he says “I wanted to put my corporate training and background to good use at an organization that valued both organizational and social change.”

Kevin found that culture at MLT, a program dedicated to developing minority students into future business and nonprofit leaders.  “At MLT, we all work really hard and believe we’re making a huge impact,” Kevin says. “The work environment is what keeps us motivated and keeps energy high.”

Identifying with a particular work culture can be a key element of carving out a career niche.  In fact, in the social sector, cultural fit can be just as or even more important then skill fit.  To begin analyzing how specific organizations and job opportunities match with your desired work culture, consider the following questions:

• How are decisions made?
• How is information shared?
• How are employees rewarded for good work?
• How is the organizational chart mapped?
• What are the values shared across staff?

The answers to these questions will help to provide an indication of how closely you identify with a particular organization’s culture.

Some Helpful Resources

When exploring your career niche, you might find career assessment tools—such as personality indicators and skill surveys—to be helpful.  There are literally hundreds of assessment tools available to jobseekers. The following online resources provide information on and links to some of these options:

The Riley Guide
Focusing on self-assessment resources, The Riley Guide walks through different categories of assessment instruments, such as personality indicators and skills surveys. This site is a great place to start to get a comprehensive overview of career assessment options.

Quint Careers
This site provides links to and descriptions of various self-assessment tools, with a focus on personality indicators.

About.com Career Planning
This site describes the different types of self-assessment instruments, and provides links to information about specific tools.

This article was written by Commongood Careers and is published under a Creative Commons Attribution-NonCommerical-NoDerivs 2.5 License.

For more information about nonprofit and socially entrepreneurial careers, visit Commongood Careers at http://www.cgcareers.org.

Graduate degrees and professional certifications can provide nonprofit jobseekers with a leg up in their careers; in some cases, a degree or certification in a specific field may even be required for certain positions. Even if not required, post-bachelor’s education provides the opportunity to establish professional contacts, experience an internship, and increase knowledge about a specialized function or field within the nonprofit sector.

How do you decide if a graduate degree or professional certification is necessary to reach your career goals? Here are some ideas.

To Go or Not to Go?

The decision to invest in a graduate or continuing education program is an important one. These programs typically require a substantial financial and time investment. According to Cassie Brown, Vice President of Commongood Careers, knowing what you’ll get out of a particular program can inform your decision.

“Generally, there are two reasons to go to graduate school,” Cassie says. “The first reason is to acquire job-specific, vocational training as required for positions in certain fields. For example, if you want to be a public school teacher, you get a Master’s in Teaching with certification.”

“The second reason is to gain experiential or environmental knowledge, such as pursuing a Master’s of Education in order to work as an administrator in a nonprofit or school setting. While this type of training is more theoretical, it provides the intellectual knowledge needed to operate in a particular professional environment or arena,” Cassie adds.

When contemplating “to go or not to go,” ask yourself the following questions:

• What educational credentials are required in my field or career of interest?
• How will a specific degree or certification help me achieve my career goals?
• Are there comparable ways to earn the same training and knowledge available through a graduate or continuing education program? (e.g. internships, volunteering, on-the-job experience)
• Will a specific degree or certification make me a more attractive candidate to particular nonprofits? (This is especially relevant to jobseekers new to the nonprofit sector and recent college graduates.)
• Will I be able to manage the expense and potential debt resulting from a graduate or continuing education program?
• Does the time required to continue my education fit with my current or desired lifestyle?

When it comes time to choose a course of study, there are many options. To assist in your exploration of program options, consider the following:

Many nonprofit professionals hold other important degrees, such as law degrees, master’s degrees in public health and social work, and specialized degrees in functional areas like accounting, fundraising, counseling, finance, and technology.

Putting a Degree to Work

Here are a few examples of nonprofit professionals who have used their advanced degrees to help them pursue exciting career opportunities:

Caitlin MacDonald, Events and Communications Manager at Year Up, a professional training program for young urban adults, worked as a high school English teacher before deciding to pursue an MBA with a concentration in Public and Nonprofit Management. Eager to work in an organization that creates educational opportunities, Caitlin believed earning this degree would provide her with the hard skills and experiences needed to transition from the classroom to a new environment.

“Before going to business school, I had a lot of experience in the education field, but not a lot of experience in how nonprofits operate,” Caitlin says. “My degree gave me hands-on experience in core nonprofit functions like development, accounting, and strategy.”

“The result of this education goes well beyond the acquisition of hard skills,” Caitlin adds, “I learned so much about nonprofit environments in general, such as common nonprofit inefficiencies and organizational cultures. Upon completion of my degree, I felt really prepared to join an organization in a strategic role. I wouldn’t have been able to get the knowledge and experience required for my current position if I hadn’t gone to business school.”

For Krista Clarkson, earning a Master’s in Teaching not only allowed her to work as a social studies teacher, but prepared her for a program role at a nonprofit organization that supports educational programs. A former Teach For America participant and charter school teacher, Krista is now the Associate Director of the Fellowship Educational Program at Building Excellent Schools, a national training program for charter school founders.

“In addition to allowing me to become an instructor, my Master’s program provided the intellectual space to think about big issues in education,” Krista says. “I acquired the knowledge to understand how to access and leverage resources in an educational setting, a critical skill when forging new ground in developing a new charter school.”

Krista found her training in classroom instruction to be an asset in her current role. “Being able to approach a non-teaching role with an instructional eye is key. When I know what a good classroom looks like, I’m better able to inform the educational needs of the charter school founders I’m currently working with, and develop systems to support them.”
Throughout her 20 year career, Claudia Alfaro, Director of Volunteers at Citizens Schools, has held program and operations management roles at a number of education-related organizations. In order to expand her knowledge and expertise, Claudia invested in continuing education classes in business, including business strategy, nonprofit management, and business management.

“At Citizens Schools, our programs and operations are growing extensively. The training I received through business classes allows me to bring a strategic eye to creating systems and scaling for growth,” Claudia says. “As my classes were case-based, I received exposure to many different business scenarios. I am able to apply that experience to implement successful partnerships and to develop programs in a nonprofit setting.”

Some Helpful Resources

There are numerous books, web sites, and other resources about graduat