HOW NOT FOR PROFITS CAN ACTUALLY HIRE GREAT FUNDRAISERS
One of the most consistent challenges we see across the not-for-profit sector is hiring strong fundraisers. Regardless of size or cause, many organisations tell us the same thing: “We know how critical this role is — and we still struggle to get it right.”
At Social Impact Careers, we work closely with NFPs across Australia, and fundraising roles are among the hardest to recruit well. The market is tight, expectations are high, and the cost of a poor hire is significant.
Here’s what we see working — and where many organisations inadvertently get in their own way.
Start with clarity: what does success actually look like?
Across the sector, we see job ads that describe activity rather than outcomes. Long lists of responsibilities don’t tell candidates what really matters. Strong fundraisers want to understand what success looks like — whether that’s stabilising income, growing a specific stream, rebuilding relationships, or opening new opportunities. Organisations that define success early tend to attract candidates who are motivated by impact and accountability, not just role scope.
Honesty attracts better candidates — not fewer
A pattern we see repeatedly is well-intentioned job ads that oversell the positives and underplay the reality of fundraising work.
Fundraising can be deeply meaningful — but it also involves rejection, pressure, and persistence. When organisations are upfront about this, they tend to attract candidates who are more resilient and better prepared for the role. In our experience, transparency improves retention as much as recruitment.
Visual content can also help here. When candidates can see and hear from people already doing the work, it helps them make an informed decision about whether the role genuinely suits them.
Experience matters — but influence matters more
Across the sector, some of the strongest fundraisers we see didn’t start their careers in fundraising. What they share is the ability to influence, build trust, and clearly articulate value. These skills often show up early — in how a candidate tells their story, frames their achievements, and explains why they want the role.
Applications and early conversations are often more revealing than years on a CV. If a candidate can’t compellingly explain their value, it’s unlikely they’ll convincingly communicate yours to donors.
Test real communication, not interview performance
One of the biggest differences we see between average and exceptional fundraisers is adaptability. Great fundraisers read the room. They adjust their language, tone, and approach quickly. These skills don’t always surface through traditional interview questions.
Across the sector, organisations that use practical assessments — role-plays, scenarios, short written exercises — consistently make stronger hiring decisions.
Fundraising communication is specific. Whether verbal or written, it needs warmth, clarity, and purpose. Testing this directly is far more reliable than relying on interview confidence alone.
Cultural alignment is not a ‘nice to have’
Fundraisers are often the external face of an organisation. We regularly see hiring challenges when values alignment is assumed rather than tested. Candidates need to be able to authentically represent the organisation’s mission, tone, and ethical boundaries — particularly in high-trust donor relationships.
This isn’t about sameness; it’s about shared understanding of what the organisation stands for and how it operates.
Onboarding is where many organisations lose good people
Across the sector, we see strong recruitment efforts undermined by weak onboarding. Fundraisers — particularly those new to the sector — need early connection to purpose, service delivery, and clear expectations. When onboarding is rushed or purely administrative, engagement drops quickly.
Organisations that invest in thoughtful onboarding consistently see better performance and longer tenure.
A final observation
There is no shortage of organisations looking for great fundraisers.
What sets successful hires apart, in our experience, is not luck — but clarity, honesty, and intent at every stage of the process.
In a competitive market, those organisations that treat fundraising recruitment as a strategic priority, rather than a transactional hire, are the ones that stand out.
About the author
Lisa Morell is a trusted advisor, founder and people strategist with deep experience helping organisations make better hiring decisions — especially where the cost of a wrong hire is high.
Lisa has worked closely with boards, executives and purpose-driven organisations to design recruitment processes that go beyond CVs and gut instinct, focusing instead on values alignment, cultural fit and real-world capability. She’s known for her practical, no-nonsense approach to interviewing — and for asking the questions others often don’t.
Lisa brings clarity, rigour and humanity to the hiring process, helping organisations find people who don’t just look good on paper, but genuinely belong in the role.
If you’d like support with recruitment strategy, executive hiring, interview design or board-level advisory, Lisa would love to hear from you.
Lisa Morell
Director, Social Impact Careers
lisa@socialimpactcareers.com.au
0431 874 400
At Social Impact Careers, we work closely with NFPs across Australia, and fundraising roles are among the hardest to recruit well. The market is tight, expectations are high, and the cost of a poor hire is significant.
Here’s what we see working — and where many organisations inadvertently get in their own way.
Start with clarity: what does success actually look like?
Across the sector, we see job ads that describe activity rather than outcomes. Long lists of responsibilities don’t tell candidates what really matters. Strong fundraisers want to understand what success looks like — whether that’s stabilising income, growing a specific stream, rebuilding relationships, or opening new opportunities. Organisations that define success early tend to attract candidates who are motivated by impact and accountability, not just role scope.
Honesty attracts better candidates — not fewer
A pattern we see repeatedly is well-intentioned job ads that oversell the positives and underplay the reality of fundraising work.
Fundraising can be deeply meaningful — but it also involves rejection, pressure, and persistence. When organisations are upfront about this, they tend to attract candidates who are more resilient and better prepared for the role. In our experience, transparency improves retention as much as recruitment.
Visual content can also help here. When candidates can see and hear from people already doing the work, it helps them make an informed decision about whether the role genuinely suits them.
Experience matters — but influence matters more
Across the sector, some of the strongest fundraisers we see didn’t start their careers in fundraising. What they share is the ability to influence, build trust, and clearly articulate value. These skills often show up early — in how a candidate tells their story, frames their achievements, and explains why they want the role.
Applications and early conversations are often more revealing than years on a CV. If a candidate can’t compellingly explain their value, it’s unlikely they’ll convincingly communicate yours to donors.
Test real communication, not interview performance
One of the biggest differences we see between average and exceptional fundraisers is adaptability. Great fundraisers read the room. They adjust their language, tone, and approach quickly. These skills don’t always surface through traditional interview questions.
Across the sector, organisations that use practical assessments — role-plays, scenarios, short written exercises — consistently make stronger hiring decisions.
Fundraising communication is specific. Whether verbal or written, it needs warmth, clarity, and purpose. Testing this directly is far more reliable than relying on interview confidence alone.
Cultural alignment is not a ‘nice to have’
Fundraisers are often the external face of an organisation. We regularly see hiring challenges when values alignment is assumed rather than tested. Candidates need to be able to authentically represent the organisation’s mission, tone, and ethical boundaries — particularly in high-trust donor relationships.
This isn’t about sameness; it’s about shared understanding of what the organisation stands for and how it operates.
Onboarding is where many organisations lose good people
Across the sector, we see strong recruitment efforts undermined by weak onboarding. Fundraisers — particularly those new to the sector — need early connection to purpose, service delivery, and clear expectations. When onboarding is rushed or purely administrative, engagement drops quickly.
Organisations that invest in thoughtful onboarding consistently see better performance and longer tenure.
A final observation
There is no shortage of organisations looking for great fundraisers.
What sets successful hires apart, in our experience, is not luck — but clarity, honesty, and intent at every stage of the process.
In a competitive market, those organisations that treat fundraising recruitment as a strategic priority, rather than a transactional hire, are the ones that stand out.
About the author
Lisa Morell is a trusted advisor, founder and people strategist with deep experience helping organisations make better hiring decisions — especially where the cost of a wrong hire is high.
Lisa has worked closely with boards, executives and purpose-driven organisations to design recruitment processes that go beyond CVs and gut instinct, focusing instead on values alignment, cultural fit and real-world capability. She’s known for her practical, no-nonsense approach to interviewing — and for asking the questions others often don’t.
Lisa brings clarity, rigour and humanity to the hiring process, helping organisations find people who don’t just look good on paper, but genuinely belong in the role.
If you’d like support with recruitment strategy, executive hiring, interview design or board-level advisory, Lisa would love to hear from you.
Lisa Morell
Director, Social Impact Careers
lisa@socialimpactcareers.com.au
0431 874 400
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