There has been much discussion about the face of unemployment in America, but there has been little attention paid to successful job seekers.  What set them apart?  What did they do differently?

Here are four profiles of professionals, each at a different stage in their career, who have successfully secured new positions during the recession.  Together, they share some strategies that you can implement today in your own job search.

Networking Her Way to Success

When Jen Porter started her job search in April 2009, she had a safety net that few could boast – fall 2009 acceptances to several MBA programs.  One even offered deferred enrollment until fall 2011.  However, Jen wanted to gain real-world experience before business school.  With those acceptances in her back pocket, she set off to find a position in finance or micro credit. 

Through networking, Jen was able to find her position with New Profit, Inc. in under three months.  What was the secret to her success?  “[I was] focused.  I knew what I wanted and did not go for the mass approach.  I only applied to jobs through networking.”

According to Jen, her position is the ideal match for her, “[because] … it is where I want to be in terms of the non-profit space … Second, it is a good culture fit – a smaller, more entrepreneurial environment that will challenge me as I prepare myself for my next step, which will be business school in 2011.”

Jen suggests a few tips for effective networking:

• Network continually: Don’t wait until you are looking for a job
• Follow-up: Email 1-2 days after your first introduction
• Make meaningful connections:  Seek learning opportunities, not just contacts

Seeking Advice from Peers and Mentors

In December 2008, Kristin Wright realized that while she loved her job, there was minimal opportunity for growth.  With that knowledge, Kristin started researching organizations with child-centric missions and setting up strategic informational interviews within her network.  As a result, she found an ideal opportunity.  By May 2009, she was working in her new position with Youth Villages.  This position offered her the chance to create systemic societal changes for children and families, while allowing her to stay in the Greater Boston area. 

Kristin feels that her new position is the right match for her because, “… it offered exciting opportunities to grow professionally [and] to fine tune and utilize my skills in a new way.  First and foremost, it was the mission and the people.  Beyond that, it was knowing that I could contribute to something great.” 

When participating in informational interviews, Kristin follows these best practices:

• Ask professionals, at the same level as the position you are interviewing for, how to position yourself
• Ask mentors to identify your transferable skills
• Interview the company while they interview you – Do they meet your needs?

Marketing Transferable Skills, Especially When Switching Sectors

Since graduating from business school in 2005, Amy Fannon has had a dynamic career path.  Business school led to management consulting, which led to a small start-up.  But, in May 2009, Amy realized she needed to find a new position when the start-up’s funding fell short.  She received an offer from Playworks a few months later.  Amy reflected on her job search, saying, “I was super fortunate to come upon the opportunity at Playworks early on in my searching, so I luckily did not feel like I exhausted the options of what was available.”

As someone who recently made the transition from the corporate to the non-profit world, Amy reflected on what makes this position the right one for her, “I am doing meaningful work … But it also goes back to the fact that the requirements for the position played so well to my strengths.  It makes it more exciting.”

Amy has the following advice for sector switchers:

• Before you start your job search, work with someone to define your strengths
• When transitioning into a new field, address how you would leverage your past experiences and skills
• Always keep your career direction in mind, even when you aren’t job hunting

Exploring New Career Horizons

By January 2009, the economy had significantly changed his current organization’s goals.  Instead of growing, the organization was now focusing on sustaining.  That was difficult for Matt Colburn, who was the “new project guy.”  With the full support of his boss, Matt started a job search and secured his position with KIPP Delta by June 2009.

It had been almost a decade since Matt’s last job search, and a lot had changed.  “I was finding organizations and jobs that I did not know existed.  I fell in love with a lot of these.”  However, this sometimes led to disappointment, “I found that if I didn’t know anyone in the organization my application would go into an applicant black hole.”

During his search, Matt opened himself up to new areas of focus – like education reform.  He also started looking in outside of Washington, DC to smaller cities across the country.  His position with KIPP Delta is a fit for him because, “… it’s a great combination of hands-on operational tasks and strategic management [and] that translates into focused variety.  I have always been drawn to organizations that are growing and I enjoy building systems to bring those operations to scale.” 

When embarking on a job search after a number of years, Matt suggests the following tips:

• Enthusiasm counts! You must show how excited you are about the job
• Draw on your entire contact network during your search and leverage it to open doors and increase your network size
• Keep your resume updated with your current roles and accomplishments

Successful job seekers, like the ones profiled here, know how important it is to do their research, analyze their strengths and weaknesses, seek the advice of mentors and peers, and prepare a strategy before they even write a cover letter.  Approaching your job search with a clear strategy will maximize your time and effort and eventually lead to success. 

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 nonprofit organizations’ abilities to succeed.

Similar to corporations and small businesses, nonprofits strive to operate with method and within budget. It is especially important for nonprofits to run efficient operations and demonstrate measurable outcomes, because they are accountable to funders, board members, and the government.

What to Expect

In any industry, the operations team is the infrastructure of an organization that works behind the scenes to keep things running. This is especially true in the nonprofit sector, where operations staff support an overall organization in a number of functional areas, including accounting and finance, administration, human resources, information technology, marketing, and office management. Across all of these functional areas is one goal: to make sure an organization is operating efficiently and to its full potential.

Most roles in nonprofit business operations require individuals to work with systems. This could mean working to devise an accounting system that helps departments process their invoices more efficiently, or following existing protocols for ordering supplies or on-boarding new employees. While the specific functional area of a role will dictate what type of systems an individual will be involved with, the ability to quickly understand business challenges and address them systematically is an asset to all operations roles. Generally, individuals who are highly organized, analytical, and adaptive do well in nonprofit business operations roles.

Within business operations, roles vary by functional area. For example, in facilities management, a Facilities Coordinator might be responsible to managing sites where programs are delivered, including the layout, design, equipment, and furniture at the site. An understanding of how physical environment affects an organization’s ability to deliver programs is essential to this type of work. Another example is that of Marketing or Communications Associate, a role that generally requires an individual to support an organization’s fundraising and constituency building efforts.

Roles within nonprofit business operations not only vary by functional area, but also by level of experience. In general, job titles with “coordinator” or “associate” are entry-level, and typically entail supporting the back-office administration. “Manager” level positions focus on two areas: 1) developing solutions and systems in a given functional area, and 2) managing the staff that implient these systems. Typically, the most senior operations role is Chief Operations Officer (COO), who oversees all back-office functions for an organization and works closely with the CEO or Executive Director to provide strategic and organizational leadership.

A few examples of opportunities in business operations include:

Human Resources Manager

Director of School Operations
Director of Finance and Administration

Director of Operations
Senior Marketing Manager

Director of Marketing and Communications

Job Outlook

As more and more nonprofits adapt entrepreneurial philosophies of operating efficiently while scaling their programs, career opportunities in business operations are on the rise. Unlike nonprofit roles that typically require at least 3-5 years of experience to get in the door, such as development or program management, there are a number of entry-level opportunities in business operations.

Professional experience in operations is largely transferable across industries. Individuals with experience in nonprofit business operations can generally transition into similar roles in other sectors. Industries that are particularly operations-intensive include manufacturing, transportation, banking, financial services, retail, telecommunications, and health care. However, operations roles exist in almost all companies and organizations. For individuals with nonprofit business operations, their experience and skills are valued greatly by small businesses, start-ups, or other organizations that operate in resource-constrained environments.

For those seeking to transition from other industries into the nonprofit sector, opportunities in business operations often provide a bridge. The skills and experience gained in these roles can be some of the most transferable from the corporate to the nonprofit sector, and often prove to be exceptionally rewarding to sector-switchers looking to apply their operational skills in a socially driven setting.

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.

So it’s your senior year and campus is buzzing. 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 over offers from Fortune 500 companies and even friends in your community service club are comparing sign-on bonuses. You, however, have never pictured yourself working for a paycheck in a huge corporation. You envision a career spent working towards a bottom line measured by social gains. The nonprofit sector is calling you. 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 “change the world” sensibilities.  Though the challenge seems daunting, you can land an amazing job in the nonprofit sector with the right strategy and techniques.

Step 1: Know What Moves You

A good place to start is to focus on the social cause or mission that excites you. What issues do you feel strongly about?  Whether it’s the environment, immigrant rights, or education reform, it may take some digging to find the roots of your social consciousness, but this effort is essential before diving into your job search.

Next, think about the characteristics of your dream job. Ask yourself about your ideal organizational culture (e.g. collaborative, entrepreneurial, or results-oriented.) Picture your day-to-day responsibilities. Do you want to be out in the community running programs? Or do you prefer to work behind-the-scenes in an office? Through this exercise, you will develop a detailed understanding of yourself and what you want. This will best prepare you to target the right organizations and opportunities.

Step 2: Know What’s Out There

Unlike corporations that may plan well ahead of their hiring needs and have the resources to recruit on campus, nonprofits recruit when staffing needs arise. Breaking into the nonprofit sector, you most likely will not have the luxury of setting up on-campus interviews or landing that dream job without stepping foot off campus. You’ll need to be proactive to find what opportunities are out there.

Begin by putting those research skills to work!  Find the organizations that inspire you. A great launch pad is idealist.org, a web site with information about over 75,000 nonprofits.  Also, Guidestar provides more in-depth organizational information, such as budgets, staff, and funders. Finally, familiarize yourself with the issues impacting the sector; publications like Stanford Social Innovation Review, Nonprofit Times, Philanthropy News Digest, and Fast Company’s Social Capitalist Award offer a window into what’s buzzworthy in the sector.

Based on this research, create a target list of 5-10 organizations that interest you.  Scour their web sites and find the job descriptions for their entry-level positions.  This way, you can determine exactly what they’re looking for in these positions and tailor your application accordingly. 

Step 3: Get to Work!

Now that you’ve done your homework on yourself and the sector, it’s time to figure out how to put this knowledge. There are a number of nonprofit roles for recent graduates. Some examples of titles that may be good matches include:

• Program Associate or Coordinator
• Project Coordinator
• Special Projects Assistant
• Executive Assistant
• Business or Program Analyst

In addition to entry-level positions, there are a number of other ways to gain tremendous experience in the nonprofit sector, including:

• Service Programs – Public service programs offer amazing (and often paid!) opportunities to get your feet wet and gain incredible experience in your field of interest. Some of the nation’s largest service programs include Americorps, Teach For America, CityYear, and AVODAH.
• Fellowships – Similar to service programs, fellowships provide recent graduates with the opportunities to gain experience over a relative short amount of time, typically a year or less. Some popular fellowships are offered by Youth Service Oppportunities Program, American Jewish World Service, CORO, and New Sector Alliance.
• Volunteering – Volunteering is a tried and true way to get your foot in the door, as well as network with nonprofit staff and hiring managers. From your list of 5-10 target organizations, research what volunteer opportunities they offer and sign up. Also, scour the idealist.org, Hands On Network, and Volunteer Match for interesting fundraising event volunteer opportunities.

Though challenging, making the jump from school to the nonprofit sector may be easier than you think.  A strategy based in defining your interests, researching organizations, and pursuing the right opportunities can result in a promising start to a fulfilling career in the nonprofit sector.  You may not be changing 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.

If you love to build relationships, share your enthusiasm for a cause, and impact the resources available to a nonprofit, a position in nonprofit fundraising may be right for you.  Also known as development, this is the function responsible for all aspects of raising money, including pursuing and obtaining funds from foundations, corporations, individuals, and government sources through activities such as grant-writing, annual appeals, events and strategic campaigns. 

Because fundraising is essential to the success of an organization’s mission, there are many development jobs available and they are often among the highest-paid positions at a given organization.  In fact, demand for talented development professionals far outpaces the supply, so fundraising and development can be an exciting place to start a nonprofit career with a fast-track to the top. 

A World of Possibilities

Fundraising is one area where a variety of different competencies can be applied in different ways.  For example, strong writing skills are important for writing successful grants and communicating effectively with donors.  Excellent interpersonal skills are necessary for positions focusing on identifying and nurturing donor relationships.  While some development positions are primarily research-based, others focus on the logistics of planning special events for an organization.  There are also positions that are more general and require the development professional to integrate all of these skills. 

At the entry level, positions such as Development Associate, Junior Grant Writer, or Event Coordinator provide great hands-on experience.  These jobs tend to include the basics of development, typically involving planning, writing, editing, and reporting on the progress of grant proposals.  Additionally, development at this level can include tasks like researching and identifying new foundation and government sources of funding compatible with the organization’s programs, maintaining relationships with existing corporate and foundation partners, and helping to develop effective relationships with new supporters. 

From there, the doors open to higher level positions like Development Manager, Major Gifts Officer, and Grants Manager.  This level of position incorporates skills like writing grant proposals and researching foundation sources with more high level tasks like preparing budgets for grant proposals and assisting in developing and cultivating relationships with current donors.  In addition, people in these positions frequently contribute to communication with key foundation donors and track progress of grant projects and other development activities, while providing assistance to the senior development and other leadership staff.

At the top of the career ladder are positions like Director of Development, Vice President of Development, and Chief Development Officer (CDO).  These positions typically require 5 to 10 years of experience in development and demonstrated success raising a significant amount of money to support nonprofits.  People in these high level positions generally work closely with the Chief Executive Officer or Executive Director to develop strategic fundraising plans and provide both the organization’s senior leadership and Board with regular reports on progress toward annual and quarterly revenue goals.  Frequently, these positions include researching potential funding sources, managing strategic partnerships, overseeing the preparation of grant proposals and donor communications, and managing other development staff. 
A Closer Look at Three Fundraising Roles

Grant Writing

If written communication is your strength, grant writing may be the route for you.  Grant writers are organized, attentive to detail, and use concise, persuasive writing to request funding for an organization’s programs.  Most nonprofits rely upon some form of grants to fund either their programs or other operating costs, so the success of a grant writer directly affects the opportunities available to an entire organization. 

The most important part of the grant writing position is understanding the requirements of a grant and being able to succinctly and convincingly reflect how an organization meets those requirements. Strong grant writers use their writing skills to demonstrate the logic behind and outcome of the project, show the impact funds will have, and showcase community support for the project. In addition to being able to write persuasively, grant writers also use skills of research and planning. 

Special Events Manager

Many organizations rely on a series of special events throughout the year to not only raise money for their programs, but also to increase the organization’s visibility and provide opportunities for current and potential donors to interact with the organization.  Events could range from large-scale formal galas with seated dinners and auctions, to golf tournaments, to more intimate breakfast panels, to structured site visits to see the organization’s programs in action.  Most nonprofits have a variety of events that occur at different times each year and serve slightly different purposes or are aimed at different audiences. 

As organizations increase their calendar of events, they often look to bring in a Special Events Coordinator or Manager who is skilled at designing and executing a variety of events.  With exceptional attention to detail, strong vendor management skills, and a flair for entertaining, a good Special Events Manager can be the difference between a great event and a mediocre one, and therefore between an event that raises significant money for an organization and one that doesn’t.  For professionals transitioning from the for-profit sector, a role in special events can be an excellent entry point into nonprofit work, and similarly, developing special events management skills in the nonprofit sector can This role is one that is particularly

Special events management skills are highly transferable between sectors, so these are great roles both for professionals transitioning from the for-profit sector as well as for nonprofit professionals who are considering moving to the for-profit arena.

Major Gifts Officer

Major gifts from individual donors represent a great opportunity for an organization to develop a long-term, connected relationship to a donor that is both highly tailored to that individual’s philanthropic interests and related to the real and immediate needs of the nonprofit.  In addition, contributions from individual donors are generally not tied to very specific requirements or grant cycles, so donations can be more flexible.

Major gifts positions are highly coveted positions within nonprofits and professionals with exceptional interpersonal skills and a strategic orientation tend to be successful in these roles.  Cultivation of individual donors is part art and part science, and many nonprofit professionals really enjoy the relationship management process.  In addition, success in a major gifts position can be a building block to a more senior development position.

A Positive Career Trajectory

A career in nonprofit fundraising offers a variety of opportunities to make a real impact on an organization, as well as the community it serves.  Additionally, the high demand for people with strong skills in development provides job security, quick promotion, and above-average compensation to those who choose to work in this dynamic field.  There are a variety of different roles within the fundraising function, so don’t rule it out just because you think you don’t like asking for money!

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.

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 implient 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.

Finding a way to break into the nonprofit sector can seem a daunting task for anyone, especially for someone looking to start a career.  You may know that you want to make a difference in a certain area, that you have the right kind of training to take on a specific need in a community, or that you have some innovative ideas to bring to the sector, but may not know where to turn to get the experience many higher level jobs require.  In this article, we give you an inside look at some great organizations hiring at the entry-level to help you kick off your nonprofit career. 

Teach for America

Since its founding in 1990, Teach For America has offered young professionals the opportunity to work in closing the education gap in the United States.  It has reached over 3 million students since its establishment by recruiting young leaders from across America to invest two years in teaching in urban and rural public schools.

Teach For America encourages its teachers or corps members to directly face the complexities that come with instruction in underserved public schools, giving the students access to a quality of education that might have otherwise denied to them.  The organization also encourages its alumni to work to improve the public school system beyond the two year teaching commitment in order to foster long-lasting change in education. 

Right now, Teach For America is growing at a rapid pace and growing with it are staff opportunities, according to Alice Lunsford, Director of External Talent Recruitment at Teach for America.  This means that there are entry level positions both at the national and regional level that immediately give young professionals a chance to see how Teach For America works and make a direct impact in the organization.  Positions as assistants to high level directors and coordinators at the national level are often available.  Additionally Teach For America offers positions in many of its 26 regional offices with opportunities in operations and development at the entry-level.

“[Teach For America] is filled with people who are passionate about their work and working in a smart manner toward measurable goals,” Lunsford said. ”It’s the culture that I think makes it a great place to work, especially coming out of college.”

The organization also encourages employees to map out their own career trajectories and consider their goals for their careers in the future, giving employees a chance to think about where their experience at Teach For America will lead. 

For a full list of Teach for America’s open positions visit:
http://www.teachforamerica.org/careers/index.htm

Jumpstart

Jumpstart is an organization that welcomes entry-level jobseekers dedicated to helping young children develop strong literacy, language, and social skills.  The organization, established in 1993 at Yale University, uses an entrepreneurial, results-oriented approach to foster one-to-one connections between caring adults, known as Corps members, and preschool children.

Jumpstart Corps members are paired with preschool children from low-income backgrounds in the classroom setting and work together on language, literacy, social, and initiative skills for one year. Through this relationship, Jumpstart inspires children to learn, adults to teach, families to get involved and communities to progress together. Jumpstart is working toward the day every child in America enters school prepared to succeed.

Like many other growth oriented nonprofits today, Jumpstart is adding entry-level positions to build support and capacity.  Kerry Connor, Recruitment Manager at Jumpstart, describes the organization as having a “fast-paced, entrepreneurial environment” that strongly encourages professional development.

As part of a commitment to developing careers from within, Jumpstart provides opportunities for those at the entry-level to investigate their areas of interest and expertise.  “Someone might think that they belong in a certain position because of their degree,” said Connor, “but we like to be open minded about it and give people the opportunity to explore different aspects of the organization.” 

Connor also noted that Jumpstart values constantly challenging their employees and making sure everyone continues to grow in their position.  “Flexible, adaptable, coachable is really what we look for in our entry-level candidates,” she said. 

With a focus on learning, gaining experience, flexibility and opportunities to advance, Jumpstart is a great place to kick start a career that can really take you places. 

For a full list of Jumpstart’s open positions visit:
http://www.jstart.org/index.php?submenu=employment_opportunities&src=jobs

Calvert Foundation

Calvert Foundation is a nonprofit community investment organization that lends money to nonprofit organizations and social enterprises working to alleviate poverty around the globe.  Using investment strategies to support the development of community housing and facilities, small businesses, and social innovations, Calvert Foundation makes an impact on the lives of people worldwide. 

Since its founding more than 10 years ago, the foundation has used investment capital, instead of conventional philanthropy, to enable nonprofit organizations and social enterprises to make recognizable changes in the communities they serve.  In 2007 alone, Calvert Foundation loaned organizations the funds to rebuild or rehabilitate more than 2,000 houses and has helped create over 1,000 new small businesses. 

Calvert Foundation has many associate positions for young professionals right out of college with the right qualifications, according to Carrie McGarry, Calvert Foundation’s Marketing Manager. 

One entry-level opportunity is Community Sales Associate, a position focused on helping to promote the programs of the foundation by being the first point of contact with the foundation’s investors, donors and partners.  This position provides the opportunity to see the inside of community investing and use that knowledge to move forward in one’s career. 

Another position available for recent graduates or people with little work experience is the Community Investment Partner Associate.  This position offers the chance to be a liaison between Calvert Foundation and its current and prospective partners, ultimately making a difference in developing communities in need. 

On the cutting edge of community investment, Calvert Foundation is a great place to start a career in the nonprofit sector for someone innovative and looking to the newest trends in making an impact on the world. 

For a full list of Calvert Foundation’s open positions visit:
http://www.calvertfoundation.org/about/careers.html
Go Out and Get It

Nonprofit organizations all over the world are growing and are looking for the right people to step in with the best and newest ways to create big change in communities everywhere.  Getting an entry-level position in the nonprofit sector not only gives you the opportunity to do something good for the world, it also gives you a chance to gather new skills, experience new things, and work in a fast-paced, innovative environment. 

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 probli 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 complient 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 complientary 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.

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 seventh year of operations, Year Up serves more than 650 students a year at sites in Boston, Providence, Washington, D.C., and New York City.

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, the organization is committed to helping all of its employees create career paths and leverage professional development opportunities, “ said Heather about growth opportunities at Year Up.

Year Up regularly hires for the role of fellow. This position is ideal 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 instructional content. As there are two learning cycles per year, starting in March and September, fellows are typically hired in August and February.

Other entry-level 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 professionals with at least 1-2 years of professional experience and/or a master’s degree in education, Year Up offers a variety of instructional positions.

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 overall exposure to the Citizens School model. Teaching fellows spend part of their time at one of Citizens Schools’ corporate partners working on special projects. The rest of their time is spent teaching in the classroom at a program site. This position is Americorps funded, which means teaching fellows receive a stipend, which Citizen Schools supplients. 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 exclusively in the classroom providing instruction and managing volunteer instructors. 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 that 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 with high schools serving 70,000 students.

While College Summit generally doesn’t hire college graduates right out of school, the organization offers positions for people with 1-2 years of work experience. One of these positions is operations associate. This role entails working in a regional office with the team the 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.

“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. Candidates that can show a demonstrated connection to the work we do really stand out.”

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

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.

The language of the social sector is changing. Terms like social enterprise, corporate social responsibility, and social entrepreneurship are being spoken everywhere from nonprofit board meetings to business school classrooms. There is a growing momentum in the sector to approach social problems through “entrepreneurism,” essentially a blend of innovation, business-like pragmatism, and relentless passion.  The result of this movement is a new wave of entrepreneurial organizations that are rapidly scaling sustainable models of social change in visionary ways.
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 being that: (1) their work addresses a societal need, such as illiteracy; and (2) they primarily measure results in social impact value, such as increased literacy rates, as opposed to profitability.

How can a nonprofit be business-minded and entrepreneurial, you ask? Isn’t that an oxymoron? Not at all! A common myth about the nonprofit sector is that organizations are run by a bunch of do-gooders who disdain business practices. This could not be further from the truth. There are literally thousands of organizations today that are applying entrepreneurial methods to social causes.

Revolutionizing the Fishing Industry

When you start digging into what is (and isn’t) social entrepreneurism, your head may start to spin. One of the most universal definitions of social entrepreneurism is offered by Ashoka, a global association of social entrepreneurs:

“Social entrepreneurs recognize when a part of society is stuck and provide new ways to get it unstuck. They find what is not working, change the system, spread the solution and persuade entire societies to take new leaps. Social entrepreneurs are not content just to give a fish or teach how to fish. They will not rest until they have revolutionized the fishing industry.”

To apply this definition beyond an individual, socially entrepreneurial organizations:



• Deliver a powerful model for social change;

• Grow and develop at an ambitious pace;

• Leverage management best practices, borrowing from all sectors;

• Value knowledge highly and take a creative approach to hiring talent;

• Are often incorporated as nonprofits, but also include some truly socially driven for-profits.

To find great examples of some of the nation’s leading socially entrepreneurial organizations, visit Fast Company’s Social Capitalist Awards, Ashoka, Echoing Green, New Profit Inc, and Draper Richards.

It’s important to point out a distinction between social entrepreneurism and a few other trends, namely social enterprise and corporate social responsibility. A social enterprise is typically defined as a nonprofit that self-generates revenue from a business operation (as opposed to receiving funding from charitable donations) and directs those funds towards a social cause. A few examples are a homeless shelter running a thrift shop or an employment agency that places disabled people into jobs. Corporate social responsibility is defined by a private company making a commitment to behave ethically and contribute to economic development while improving the quality of life of the community. Examples include corporate foundations, “greening” of businesses, and in-kind product donation programs.

Is a Socially Entrepreneurial Organization for You?

There are unique challenges and benefits to working at a socially entrepreneurial organization. Fast-paced, dynamic cultures can result in difficulties around “work/life balance” and higher “burn-out” rates. In an entrepreneurial culture, business models and strategic plans can sometimes be hastily impliented without the required expertise or resources.

For individuals motivated to work in the 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. Other benefits include salary levels (e.g. higher than traditional nonprofit positions and competitive with private sector jobs) and accelerated career paths. Flatter hierarchies and small senior teams result in faster career trajectories and earlier access to strategic roles.

The opportunities at socially entrepreneurial organizations await for professionals eager to think big, roll up their sleeves, and create impact in revolutionary ways. If you possess that rare combination of passion, business know-how, and big ideas, a career at a socially entrepreneurial organization may be for you.

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.

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.

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

Loc Truong, Career Advisor at Commongood Careers, approaches career advising as an exercise in self-discovery; he 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,’” Loc 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, Loc 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 tasks) 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?

Sample personal values: Accountability, Collaboration, Compassion, Diversity, Efficiency, Empowerment, Flexibility, Generosity, Honesty, Individuality, Innovativeness, Learning, Optimism, Quality, Respect, Responsibility, Service, Stewardship, Teamwork, Wisdom

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 than 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.