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Sep 08

2025 Central Indiana Nonprofit Salary Report Now Available

By Feature

Nonprofit leaders across Central Indiana now have access to a vital new tool: the 2025 Central Indiana Nonprofit Salary Report, published by Charitable Advisors and available free of charge.

This eighth edition of the survey compiles salary and benefits data for 26 nonprofit positions, offering organizations critical benchmarks to guide compensation decisions. With responses from 319 nonprofits—more than double the sample size of typical surveys—the report delivers a comprehensive view of the region’s nonprofit workforce.

First launched in 2010, the salary report was created to fill a longstanding gap: before then, no summary of nonprofit wages and benefits existed for Central Indiana. Today, the report is considered a cornerstone resource for boards and executives seeking to balance limited budgets with the need to recruit and retain qualified staff.

“We regularly hear about the value this information provides to nonprofits to benchmark pay rates for specific roles and to consider changes to benefit offerings,” said Bryan Orander, president of Charitable Advisors. “Our hope is that these survey results will help organizations of all sizes attract and keep the talent they need to achieve their missions.”

The 2025 edition highlights wage trends across service areas and budget sizes. For example, average salaries for executive directors range from about $67,000 at small nonprofits to more than $250,000 at the largest organizations. The report also examines benefits such as retirement contributions, additional paid time off, and professional development opportunities—factors increasingly important in today’s competitive talent market.

Beyond compensation figures, the survey provides guidance on applying results to organizational strategy. It encourages boards to consider long-term pay philosophies, monitor executive compensation, and evaluate non-financial benefits like flexible schedules and training.

This year’s report was made possible through the support of The National Bank of Indianapolis, NFP, Barnes Dennig, and Charitable Allies. Their sponsorship ensures that the report remains free to nonprofits across the region.

The full 2025 Central Indiana Nonprofit Salary Report is available for download at CharitableAdvisors.com under the Resources tab > Salary Survey.

Download the Report
Jun 02

“Work for a Nonprofit, Make a Difference”: Why This Campaign Can’t End Here

By Feature

By Chelsea Ohlemiller, Director of Community & Content, Charitable Advisors

As the “Work for a Nonprofit, Make a Difference” campaign wraps up, I find myself reflecting not only on the progress we’ve made but also on the road still ahead. In my role as Director of Community & Content at Charitable Advisors, I’ve had the privilege of spending the last several weeks in the field — meeting with nonprofit professionals, listening to their stories, and witnessing their passion and dedication firsthand.

And let me tell you — this campaign wasn’t just about filling jobs. It was about lifting voices, bridging gaps, and inspiring action.

During the month of May, we had the honor of highlighting more than 25 nonprofit organizations through our video outreach efforts. Each story we shared was a glimpse into the heart of this sector — a space filled with mission-driven individuals doing the hard, necessary work of caring for our communities. Alongside those stories, we saw over 200 job applications submitted and more than 130 new job seeker accounts created on our nonprofit job board. Those numbers represent real people taking steps toward meaningful work. That’s not just success — that’s momentum.

But while we celebrate those wins, we must also acknowledge a reality that can’t be ignored: nonprofit organizations are still struggling to recruit and retain the talent they need.

Over the past month, I heard story after story from nonprofit leaders about positions sitting open for months, staff stretched thin, and programs delayed because of understaffing. According to recent national data, nearly 75% of nonprofits report having roles they cannot fill — and that’s more than just a hiring issue. That’s a service issue. That’s a community issue.

These jobs aren’t just about running programs or balancing budgets. Nonprofit roles often mean ensuring that a child has a safe place to go after school, that a neighbor has food on their table, or that an artist has a space to create. They are vital. They are urgent. And they deserve attention.

At Charitable Advisors, our goal isn’t just to host a job board — it’s to build a bridge between people who want to make a difference and the places where that difference can be made. We believe in elevating this sector and ensuring that everyone — from recent grads to seasoned professionals — knows that nonprofit work is not only viable but valuable, rewarding, and deeply needed.

That’s why this campaign was never meant to end in May.

This work continues. It has to.

While our May campaign served as a powerful spotlight, the truth is that these stories, challenges, and opportunities exist year-round. The staffing shortage doesn’t take a break after May 31. Neither should we.

So, where do we go from here?

First, we keep telling the stories. If you followed our campaign, you saw the incredible range of missions and impact our local nonprofits are making. We need to keep showing the world what nonprofit work looks like — the triumphs, the heartaches, and everything in between.

Second, we continue connecting job seekers to purpose-driven careers. Nonprofit jobs don’t always come with big salaries, but they come with big meaning. For many, that’s the missing piece in their professional journey — a chance to align their values with their work.

Third, and perhaps most importantly, we invite you to be part of this effort.

Whether you’re a student unsure of your career path, a professional looking for more purpose, or someone who simply believes in the power of community — you can help.

Here’s how:

  • Share the message. Talk about nonprofit careers. Share job openings. Send friends and family to our job board. Sometimes people don’t realize these jobs exist — or that they could be a great fit.
  • Encourage exploration. If you know someone considering a career change, suggest they look into nonprofit work. Whether it’s development, program management, marketing, or direct service, there are roles that fit every skill set.
  • Support nonprofit organizations. Whether or not you’re job-hunting, your support matters. Volunteer, donate, attend events, advocate — these actions make a difference and strengthen the sector overall.
  • Stay connected with us. We’ll keep doing the work — highlighting organizations, promoting opportunities, and sharing success stories. Join us. Follow us. Be part of this movement.

This campaign reminded me of something I’ve long believed: the nonprofit sector is full of everyday heroes — people who choose to show up for others, day after day. But even heroes need help. They need teammates, support, and community.

If you’ve ever wondered how your career could be more fulfilling, more impactful, or more connected to the world around you — nonprofit work might be your answer. And if you’re already part of this space, I thank you. Your work matters, even when it’s hard, even when it’s unseen.

We may have closed the book on May’s campaign, but this story is far from over. At Charitable Advisors, we’re committed to keeping the momentum going. And I hope you’ll join us.

If you missed any of the incredible videos from the campaign, be sure to check them out on our social media channels — they’re still up, and still inspiring.

Follow our website and social media to learn more, get involved, and help us keep building a stronger, more connected community — one job, one story, one mission at a time.

Mar 17

HR Focus Group Findings – Key Challenges and Opportunities for 2025

By Feature

Chelsea Ohlemiller, Charitable Advisors

Recruiting and retaining top talent in the nonprofit sector has always presented unique challenges, but as we move into 2025, organizations are facing an increasingly competitive and ever-changing hiring landscape. Nonprofit leaders recently gathered in HR focus groups, led by Charitable Advisors, to discuss the latest trends in attracting and retaining employees, shedding light on evolving candidate expectations, salary dynamics, and the impact of AI in hiring.

Here are the key takeaways from these collaborative recruitment and retention sessions:

The Biggest Challenges in Nonprofit Hiring

One of the most significant challenges for nonprofit organizations, particularly smaller ones, is salary competitiveness. Traditionally, mission-driven work and flexible benefits made up for lower pay, but today’s candidates expect higher salaries more comparable to those in the private sector. This shift puts pressure on nonprofits, especially those that struggle to offer competitive compensation and benefits.

Another hurdle is job titles that don’t translate well outside the nonprofit space. Potential candidates may overlook roles due to unfamiliar language, leading to missed opportunities for both the organization and job seekers.

Retention remains a concern in 2025, as competition for skilled professionals intensifies. Employees who once accepted lower salaries for meaningful work now seek higher pay and advancement opportunities, making it crucial for nonprofits to offer career growth pathways.

What Candidates Want in 2025

Candidate expectations have evolved significantly over the past year. While remote work remains a major draw for job seekers, many nonprofit positions, particularly frontline and program-based roles, require in-person engagement. The inability to offer remote flexibility has made recruitment more difficult, especially for these essential positions.

Encouragingly, many employees are showing interest in internal promotions and taking on more responsibility, signaling a desire for long-term growth within their organizations. This is hopeful insight, as leadership skills are in high demand. Especially considering, organizations desire candidates who can not only fulfill their job responsibilities but also build and lead teams effectively.

Salary Expectations and Transparency

Many nonprofits are becoming more transparent about salaries early in the hiring process, helping to align candidate expectations from the outset. Organizations have turned to salary and benefits surveys to restructure pay scales and explore creative compensation strategies, such as additional paid time off and unique benefit offerings. We also heard that some nonprofits have stopped posting compensation or only post a minimum salary because applicants seem confused or unable to understand that a salary range is generally based on level of experience.

Health insurance remains a major concern for job seekers entering the nonprofit sector. Some organizations are addressing this by offering innovative benefit options, but the challenge persists, particularly for smaller nonprofits with limited resources.

Turnover and Hard-to-Fill Positions

Turnover remains high in program staff roles, which often require on-site work with little flexibility, often leading to burnout and job dissatisfaction. Other positions, such as grant writers, therapists, development professionals, and financial roles, are also becoming increasingly difficult to fill.

Grant writing, in particular, has faced a growing challenge leading some organizations to turn to AI-generated proposals. While AI can streamline the grant-writing process, it still requires human oversight. Something to keep an eye on in 2025.

Consistent with last year, therapists, home-based service providers, and instructional roles remain difficult to recruit due to certification requirements and an overall shortage of qualified professionals. Meanwhile, operations positions have seen rising turnover as the field grows and competition increases.

AI’s Role in Nonprofit Hiring

The increasing use of AI by job applicants has brought both opportunities and challenges. While AI-generated resumes and cover letters have become more common, many hiring managers report that these submissions lack personalization and depth. Cover letters created with AI often appear incomplete or fictitious and fail to match the candidate’s actual qualifications to the job.

AI can serve as a helpful starting point in the hiring process, but nonprofit recruiters stress the importance of human oversight to ensure accuracy and authenticity in applications. Many organizations are training HR teams to identify AI-generated applications and ensure that technology is used to support—rather than replace—the hiring process.

Effective Recruitment Strategies

Despite the challenges, some recruitment strategies are proving highly effective:

  • Targeted Job Boards: Using job-specific platforms helps attract the right candidates.
  • Employee Referrals: Offering referral bonuses ($100–$250) encourages staff to recommend strong candidates.
  • Career Fairs and Networking Events: These remain valuable, especially for engaging younger talent.
  • Talent Pools: Proactively building a pipeline of qualified candidates allows nonprofits to fill roles more quickly when positions open.
  • Sign-On Bonuses: When feasible, these incentives make nonprofit roles more attractive.

The Growing Importance of Soft Skills and Cultural Fit

Hiring managers emphasize that soft skills, including communication, adaptability, and passion for the organization’s mission, are becoming just as important as technical qualifications. Many nonprofits are open to candidates with transferable skills who may not check every box on a traditional job listing but align with the organization’s values and goals.

Job-Seeking Advice for Candidates

For job seekers looking to stand out in the nonprofit sector, our nonprofit leaders suggested the following practices can make a difference:

  • Submit a Thoughtful Cover Letter: A personalized, well-crafted cover letter is critical. AI-generated, generic submissions won’t suffice—hiring managers want to see authenticity and a clear connection to the mission.
  • Research the Organization: Candidates should demonstrate knowledge of the nonprofit’s mission and values in their applications, and especially in interviews.
  • Prepare for Interviews: Having insightful questions ready and addressing hiring managers by name shows initiative and professionalism.
  • Follow Up: Sending a thank-you email to the interview panel leaves a lasting impression and reinforces interest in the role.

Interestingly, on Charitable Advisors ED/CEO searches, less than half of candidates submit cover letters, despite our clear request – yet 80% of those interviewed have included a cover letter. So.. either the stronger candidates take the time to write cover letters or resumes alone don’t serve job seekers very well. Among those who received actual job offers, we believe that 100% had submitted a cover letter—highlighting its crucial role in the hiring process.

Looking Ahead: A Call to Action for Nonprofits

As the nonprofit job market evolves, organizations must adapt their recruiting and retention strategies to remain competitive. Salary transparency, leadership development opportunities, and creative compensation structures will be key to attracting and retaining top talent in 2025.

While challenges persist, nonprofits that prioritize strategic hiring, invest in their people, and foster strong workplace cultures will continue to build resilient and impactful teams. By staying attuned to candidate expectations and leveraging effective recruitment tactics, nonprofit leaders can ensure their organizations thrive in the years ahead.

Thank you to the dozens of nonprofit organizations that attended our Nonprofit Recruitment Sessions. Your knowledge, experience and personal data will help support our efforts in the new year.

Feb 03

The Power of Financial Wellness in Strengthening Nonprofit Impact

By Sponsor Insight

By: Jill Robisch, First Vice President & Manager, Nonprofit Services

In a world where attracting and retaining talent in the nonprofit sector is more challenging than ever, organizations must prioritize the financial well-being of their employees. Nonprofit staff often dedicate their careers to serving others, yet many face personal financial challenges that can impact their ability to focus fully on their mission-driven work. Supporting employees on their journey to financial stability, including homeownership, not only benefits the individual but also strengthens the organization’s impact.

The Ripple Effect of Financially Well Employees

When nonprofit employees achieve financial wellness, the benefits extend far beyond their personal lives. Financially stable staff are less stressed, more productive, and more engaged in their roles. They bring greater focus and energy to their work, allowing organizations to deliver services more effectively and achieve their missions more sustainably. Moreover, when employees feel supported by their employer in areas like financial education and homeownership, it fosters loyalty and helps retain top talent.

Guiding Employees Toward Homeownership

Homeownership is often a cornerstone of financial stability, yet for many nonprofit employees, navigating the path to buying a home can feel daunting. From understanding down payment requirements to finding affordable mortgage options, the journey can seem out of reach without the right guidance. Nonprofit organizations can play a pivotal role by connecting their employees with the tools and resources needed to make homeownership achievable.

One impactful way to do this is by partnering with financial institutions that understand the unique needs of nonprofit employees. For example, banks with specialized mortgage programs—such as low or no down payment options—can demystify the process and provide tailored solutions. Additionally, financial literacy programs focused on budgeting, saving, and credit-building can empower employees to take confident steps toward owning a home.

The Financial Wellness Ambassador Program: A Partnership for Success

At The National Bank of Indianapolis, our Financial Wellness Ambassador Program offers a hands-on approach to supporting employees’ financial goals. This initiative includes customizable training sessions and one-on-one coaching designed to meet individuals where they are in their financial journey.

Nonprofit organizations can invite our Financial Wellness Ambassadors to host workshops on topics such as budgeting, debt management, and preparing for homeownership. These sessions not only equip employees with the knowledge they need but also provide actionable strategies for achieving their goals. For those seeking more personalized guidance, our financial wellness coaches are available for one-on-one consultations, offering tailored advice and support.

A Shared Commitment to Financial Stability

By prioritizing the financial health of their workforce, nonprofits can cultivate a stronger, more resilient team. Whether it’s through facilitating access to homeownership resources, offering financial literacy training, or collaborating with programs like The National Bank of Indianapolis’ Financial Wellness Ambassador Program, nonprofits can make a meaningful difference in the lives of their employees.

Ultimately, financially well employees are the foundation of a thriving nonprofit. By investing in their team’s financial stability, organizations can unlock greater potential for achieving their mission and making an even bigger impact in the communities they serve.

For more information on financial wellness training or to connect with a Financial Wellness Ambassador, reach out to The National Bank of Indianapolis today. Let’s work together to build a financially empowered workforce.

Jun 24

Want Leaders in Community Development? Develop a New Hiring Strategy

By Feature

By Amandula Anderson, executor director of IFF Indiana Region

It’s easy to stick to the tried-and-true pipeline when hiring for community development roles. But forming connections with people from different industries and generations can make our teams stronger.

Do you ever wonder what the next era in community development looks like? In my 20-plus years in the field, I have been privileged to work with an array of professionals with backgrounds in the arts, architecture, construction, psychology, accounting, and development. What has always intrigued me is that even though we have such diverse backgrounds, we still come together for the greater good: to build parks, housing, and streetscapes, and for community empowerment. As I look out into the field now, I still recognize those same skill sets, yet whenever I see job postings, I see that we typically seek the same type of candidate, and that postings lag for months looking for the “right” person. It makes me wonder if we are holding ourselves back in community development because we aren’t reaching deeper into our communities to find talent.

As a leader who has sought talent at many jobs, I find myself leveling up my search criteria. No longer am I just looking for someone with a nonprofit background. I seek out people who bring a new perspective that will build on the experience of the team. For example, emerging professionals who attend business networking events. They are likely there to build their current careers—but selfishly, I want to show them how much more rewarding the same technical skills can be when used with a community development purpose! Recently I met woman who was a branch manager for a local bank at one of these events. As she asked questions about my role, I could see the lights turned on for her. She later reached out to me about a role that she found interesting at a CDFI, still working with small businesses, but providing technical assistance to help owners become loan-ready. The time and energy she put into underwriting loans is now spent giving advice and support to clients she may have never encountered at her bank.

With this in mind, I am sending a call to action to my fellow leaders to think differently about recruitment. We have to start reaching outside the standard networks of conscientious community leaders to recognize the potential of people who have never been exposed to the true rewards of this field. While this may seem contrary to what you’ve previously been told, I promise it will lead to engaged, passionate, curious teams. Below I outline some key ways to cultivate a diverse, multigenerational team that will be the future of community development.

Create Active Relationships

Perusing your LinkedIn, you are likely to find a few interesting connections. What if you invited one of them to coffee, not with hiring in mind, but just to get to know them? In an interview, we are focused on a set of skills or technical expertise to align with a specific job—but if we just spent time learning what makes someone tick, how much more might we discover? Use your early morning coffees or afternoon teas to engage with someone you might have nothing in common with on the surface. Seek out connections who challenge your thinking about what the “right” age, education, or experience are for community development. Research shows that multigenerational teams have a positive impact on long-term success and growth for a company, but in order to cultivate a multigenerational team you must look outside your circle. Older candidates can bring vast experience from their life and work, complementing the younger generation’s new perspective and ideas.

I once met a young woman in the construction field and asked her to lunch so I could learn more about her. I was looking to fill a new role and took several people out to lunch to learn if they might fit. Her first question to me was, “Why did you think I might be a good person for your role, I’m in construction, not real estate?” Construction IS real estate, but it struck me—if she saw her work through a wider lens, maybe she would be more open to new opportunities that build on her current strengths and challenge her. Sometimes people get caught up in the corporate world, looking for a path to more meaningful work, and it is our duty to guide them. All the talents and skills needed to succeed at a for-profit job—such as being analytical, customer-centered, and organized—are exactly what is needed to succeed in the nonprofit sector. Often folks just need someone already in the field to highlight this.

Level up Job Postings

Oftentimes people can’t see themselves doing the work because the job description has industry talk, specialized educational requirements, or work experience that someone outside the field can’t relate to. Consider adding language such as, “the ideal candidate enjoys helping others” or “seeking candidates that are eager to help create solutions to…” Ask your current team their “why” in this career and use this language to share how a job at your organization can be fulfilling. Rewrite job descriptions to match the actual work and not be hyper-focused on certain degrees or certifications. Call out duties, such as “the opportunity to work one-on-one with a client” or “help us implement a grant to create more homeownership in the community.” Help candidates see themselves in the work. Further, as you seek out candidates, consider posting roles in new places like the local business magazine and young professionals job boards and networking groups.

Be Willing to Coach Up

I’ve often heard people say they don’t want to be a mentor because it takes too much time and effort. The truth is that one mentor cannot be all things to anyone. I have found that the people who have been willing to spend time with me on my journey each hold a special characteristic that I value and want to emulate. It’s a mistake to think of coaching as a job; it can be a fulfilling part of your career. Seeing someone reach a goal they never thought possible gives me so much joy.

I love to see others win! Coaching goes two ways. When I take the time to learn more about an industry or profession, it helps me to see how community development connects to the world around me. Get to know not just the person, but also the work they do. It will make a more compelling case for why they should consider our field when you can make connections and use examples. The lessons you have learned as a professional can’t be taught in a classroom. Share your perspective on what’s happening in the news or your work and life experiences—this helps to build character in both of you and opens you up to different ways of thinking.

Remember, when you bring in someone new to the industry, it typically takes six to 12 months for them to learn what they are supposed to be doing. Every single person on my team has heard me say, “You are where you are supposed to be for the length of time you have been doing this work; here’s where you can focus next.” By providing encouragement and direction, you are being empathetic and building them up. Coaching may not come naturally, which is why investing in tools may help, such as understanding DiSC styles, learning to manage up and down, and the art of deep listening. And lastly, know when to make a quick referral and follow up. There is always someone smarter than you on a specific topic. Share your network.

Keep Engaged Even After Hiring

The work doesn’t end by just bringing in new, diverse talent. Forming a team is one part of the job, but supporting the individuals on that team is another. The community development profession often requires a lot of someone, like grant writing, stakeholder engagement, and assessing financial feasibility. Take explicit efforts to support that individual in succeeding. In practice, this may look like scheduling 30-minute one-on-ones, grabbing coffee or lunch to chat, driving to a meeting or function together, asking them to sit in on a meeting that has nothing to do with their current role so they can see how the overall organization functions, or pairing two people with different skill sets to work together to find solutions. When we strategically open up our world of work, we share in our fulfillment in the work and people are able to envision themselves in it.

Lastly, I think that we can all agree that community development is hard. It takes someone who is willing to mix their passions with technical skills. Have you ever tried to build a capital stack? It’s like making lasagna, only you have to keep running back to the store because you forgot an ingredient. For us to answer real-world problems we need to continuously evolve how we develop solutions in community development. This requires challenging ourselves to seek people with diverse skills and abilities who have a desire to make a difference. It is possible to have a work life that excites you—which this field does for me nearly every day.

This article was original published in Shelterforce.

Apr 24

Addressing the Nonprofit Hiring Crisis with a Career that Shapes Your Legacy: “Work for a Nonprofit, Make a Difference.”

By Feature

by Chelsea Ohlemiller, Director of Community & Content, Charitable Advisors

When you think about your legacy, the one you’re currently creating, you likely have hopes of creating a positive impact—something that will make a lasting influence for good. You’re working in the nonprofit space right now—to make a difference.

This is the very heart of our new “Work for a Nonprofit, Make a Difference” campaign that launched on April 22 and will run through June 10.

According to the National Council of Nonprofits 2023 Nonprofit Workforce Survey, 33.8% of nonprofits are significantly understaffed and an additional 41% reported being unable to fill entry-level positions that provide direct service. The data identifies something most of us already know- there is a hiring crisis in the nonprofit sector. Recent local focus groups have confirmed the struggles nonprofits are experiencing in recruiting and retaining talent.

With over 74% of nonprofit organizations reporting job vacancies, this campaign seeks to spotlight the meaningful benefits of working for a nonprofit, because the benefits create an undeniable impact– for each person, family and community served.

Over the next seven weeks our team will be focused on championing the nonprofit work happening in Indiana with the goal of filling open positions in the nonprofit space with talented, dedicated, and passionate individuals.

Here’s the Plan

To recruit new individuals to the space, we must get creative and be visible in places where people are known to spend the most time– social media. The Charitable Advisors team will be utilizing our social media platforms to highlight the work, missions, and advocacy of local nonprofits to encourage new individuals to the sector or draw people back who have worked for a nonprofit in the past.

I have been out in the community the past month capturing video testimonies about the impact of working in a nonprofit and will be providing a steady stream of these uplifting videos on our social media pages.

We want current job seekers to see that these open positions are not merely listings on a board or announcements in a newsletter; they are opportunities for impact. They are the careers that advocate for change, connecting like-minded individuals with a shared mission to make a difference, while also making a respectable income.

We Need Your Help

Follow our social postings and forward the ones you love to people in your network beyond the nonprofit space.

Post your nonprofit job openings on our Job Board so new job seekers are aware of what’s available. Postings to the job board are automatically included in the weekly Not-for-profit News email newsletter to 13,000 nonprofit leaders and staff.

Add your own testimony. You can complete a few questions on this form to participate in this meaningful campaign: https://forms.gle/CMsx9mASgrMHNUBQ8

Check out two new resources we have created:

  1. Job Seeker Headquarters & Toolkit: https://charitableadvisors.com/job-seeker-hq/
  2. Employer Toolkit: https://www.charitableadvisors.hiringopps.co/employers

Let us not overlook the power of a simple job listing or a recruitment drive. Let us instead embrace them as catalysts for a future where the impact of one can inspire many. Let us increase the visibility of open positions in the nonprofit sector to help individuals find a career that isn’t just a job, but an opportunity to leave a legacy of influence and impact that will continue for generations to come.

Together we can highlight the incredible nonprofit job opportunities in Indiana, attracting new talent and building excitement about the work.

Jan 16

Unequal Expectations: The Living Wage Challenge

By Sponsor Insight

Kristi Howard Shultz, Kristi Howard-Shultz Consulting

Connecting the admiration often attributed to nonprofit leaders with the compensation they deserve for their valuable work is a frequent struggle in our industry. When faced with the additional challenge of lower salaries and fewer benefits than the for-profit sector, it’s not surprising that we face high turnover and burnout rates. In an industry focused on the care and concern of our clients, it’s time to start showing equal compassion to our staff.

David Westenberger, CEO of Indiana Youth Services Association (IYSA), said it best: “Within our field, we haven’t done a very good job of taking care of our own people doing the work. In the field of youth work and social services, in particular, people in the field eventually mirror the population they serve.” A 2022 IYSA survey revealed challenges for nonprofit workers, finding that 64% of employees rated their financial wellness as fair, poor, or very poor.

In other words, your agency’s mission may be to bring others out of poverty at the expense of your staff descending into poverty. You may be working to make healthcare more accessible and not be able to provide your staff with benefits or insurance. Your organization may be providing affordable child care to clients, requiring the staff to work hours when childcare is not available, all while paying them a wage where they, themselves, cannot afford childcare.

Does this sound familiar? If so, and you are looking for ways to combat this in your own organization, consider the following:

Why Pay a Living Wage?

At a minimum, paying a living wage will help to combat the high turnover and burnout rates. It benefits the organization by reducing the cost of recruitment and training, and enhancing productivity through reduced workforce disruption.

Beyond that, a living wage for workers truly recognizes their efforts and empowers their best work. It gives them the freedom to focus on the work without the worries of financial insecurity.

Consider that these are the people spearheading change, helping people during some of their darkest days, fighting for change in our healthcare, childcare and education systems, contributing to the economic growth of our communities and so much more.

How can we expect our industry to be at the forefront of equity and social justice without our workers earning a living wage?

What is a Considered Living Wage?

Let’s take a closer look at the definition of a living wage. A living wage is the minimum income necessary for a person to meet their basic needs. You can find the living wage for your area by using this Massachusetts Institute of Technology Calculator. The living wage shown here is the hourly rate that an individual in a household must earn to support his or herself and their family. The assumption is the sole provider is working full-time.

How does this compare to your agency’s current wages, especially considering exempt status employees and the hours they realistically work?

Who is Most Impacted?

There seems to be an expectation among nonprofits that pay disparity is justified by the “psychic income” and sense of satisfaction workers get from making a positive impact. You may know it as the “compassion tax.” While doing meaningful work is rewarding, the need for a living wage, competitive benefits, and a work-life balance are equally important.

Women make up 73% of the nonprofit workforce and nearly 40% of nonprofit workers are people of color. Thus, these inequalities impact women, Black and Hispanic workers the most.

Does your agency have a commitment to Diversity, Equity, Inclusion, Belonging and Justice (DEIB?) Paying staff a living wage is part of honoring that commitment.

How Can We Make Incremental Improvements?

  1. Stay Curious
    The first step is to stay curious and informed. Seek valuable information in colleagues’ and competitors’ 990 forms or annual reports. Ask questions and have conversations with fellow Executive Directors and board members. Are they paying a living wage? If not, what is holding them back?

2. Dig Into the Data
Research and compare salaries using resources like the MIT living wage calculator and industry salary surveys, such as the Charitable Advisors’s Central Indiana Salary Report. A step in the right direction, the most reputable nonprofit job boards disclose salary information on job postings.

Crowdsource your job ads to ensure positive language and dignity when speaking to candidates. We often see job ads like the one below. You’ll notice this exempt position, requiring a degree, advanced certificates, and experience doesn’t pay a living wage at a 40 hour work week. The position is exempt and requires more than 40 hours a week, bringing the wage even lower.

3. Share Examples and Resources
Sharing examples is another powerful way to make a difference. Call out what isn’t working and highlight what is, just like the example we show above. This example is from an organization with a 90% female staff, serving exclusively women. Their values include “Every individual and family deserves respect and dignity.” But, a living wage isn’t part of that? Or at least not for their staff? There’s significant incongruence here between their stated values and this position description. By staying up-to-date with current research and sharing examples, you’ll keep a pulse on the industry and its challenges. Get started with our 10 Resources that Shed Light on Nonprofit Workforce Challenges.

4. Work Together
Finally, let’s work together for change. It won’t happen overnight, but we must start now. It’s time to address the inequities in our industry and pay fair wages. By confronting these challenges, we can shape a better future. We can work in an industry that recognizes the value of the people delivering our mission. An industry that empowers individuals, strengthens communities, and creates solutions to social challenges; moving us closer to justice for all.

Where to Go From Here?

The need to combat industry inequalities is urgent and ongoing. When you are determined and ready to implement the changes our industry needs, we are here to empower you. Kristi Howard-Shultz Consulting is your partner in creating sustainable fundraising and strategic plans for establishing a living, thriving mission, wage, and so much more.

Kristi Howard Shultz the founder of Kristi Howard-Shultz Consulting, is a nonprofit executive that leads with head and heart. With 25+ years of experience working for nonprofits including nationally-known, time-tested institutions like The Boy Scouts of America, Big Brothers Big Sisters, and Boys & Girls Clubs, she has worked in nearly every capacity of nonprofit management throughout her career. She has a proven track record of success in board and fund development, campaign management, and capacity building. She has built a strong reputation within the community and is sought after for her industry expertise and thought leadership. Kristi is a natural relationship builder who loves to put plans into action. Championing “firsts” for organizations is her specialty.

Sep 11

Accelerate your mission with an effective HR strategy

By Sponsor Insight

by Jeremy York, SHRM-SCP, SPHR, lead consultant and president

As many executives are aware, human resources (HR) is a vital function of any organization. An effective HR plan helps maintain a happy, inclusive, compliant, and effective workforce. If you want your organization to succeed, you must put into place strategies that allow your greatest asset — your people — to succeed.

For example, learning and development (L&D) can be critical in equipping employees with the skills they need to be effective in their roles — which, in turn, enhances employee engagement and business performance.

Employee benefits is another aspect of HR that needs to be regularly examined, especially as the needs and wants of today’s workforce evolve. Many organizations haven’t explored ways to adapt company benefits to the current workforce’s expectations.

At InvigorateHR, we understand how essential HR is for organizations to achieve their mission. Founded by Jeremy York in 2013, InvigorateHR is a human resource consulting firm that partners with its clients to develop solutions that are tailored for short-term and long-term success.

We work with a variety of nonprofit organizations, partnering with them on everyday people management strategies, compensation analyses, training, and one-off issues. As the world of work evolves, HR must as well.

Our approach is dynamic and our foundation rests in transparency and integrity. We are a forward-thinking company that sees the “big picture” which enables us to translate needs into tangible results.

And let’s be honest, today’s workforce challenges are tough. But we can be your strategic HR business partner and help you navigate through those tough workplace challenges.

About Jeremy York
With over 20 years of HR experience and leadership, Jeremy York has a profound understanding of the needs, wants, and challenges that organizations face. He has worked with and advised all levels of management on critical human resource strategy and business operations for both for-profit and non-profit organizations. He is an advocate for developing cultures that are socially responsible and that are diverse, equitable, and inclusive for people of all sectors of society and educating on the importance of emotional intelligence.

About InvigorateHR
InvigorateHR keeps at the forefront of the latest people management and development practices. Our services include People Consulting, Training and Development, Coaching, DiSC/Five Behaviors Assessments and Workshops, Talent Acquisition/Recruiting, Speaking Engagements, and Diversity, Equity, Inclusion, and Belonging (DEIB) Strategies. Please visit invigoratehr.com to learn more about our services.

Sep 05

Our 2023 survey reveals many nonprofit employees continue to struggle with challenges

By Feature

As a local nonprofit veteran put it, COVID-19, inflation, and organizational flaws all contribute to an inability to thrive in the sector

(This is the first of a two-part article series based on our recent “How Are You Doing?” survey).

With more than three years passing since the outbreak of COVID-19, Charitable Advisors’ Not-for-profit News decided to revisit the survey question we asked of Central Indiana nonprofit employees in 2020: “How are you doing?”

Of the 366 survey respondents, 38.5 percent said that they are feeling “Upbeat and positive about the future.” However, 14 percent said that “Not good, hard to get through the day” was a more accurate definition of how they’re feeling in 2023. And the majority — 47.5 percent said their mindset is “Acceptable, getting by.”

More significantly, 21.5 percent said that they are “doing worse” than they were two years ago — at the height of the turmoil caused by the pandemic and social justice protests. The remaining respondents were evenly split between the choices “Doing better” (40.4 percent) and “About the same” (38 percent).

Some of these varying sentiments were conveyed by a survey respondent who has been working in the nonprofit sector for nearly 20 years. The past several years have been so challenging, she said, that she is planning to leave her organization.

“The nonprofit world is near and dear to my heart,” the survey respondent said during an interview in which she requested anonymity. “But the last three to four years have been so rough in our agency that I am currently looking to leave.”

The main reason? Leadership, said the survey respondent, who described the need for a leadership team that is positive, genuine, trustworthy, diverse in any area, puts aside pride and sets a good example.

“I believe COVID exposed problem areas,” she said. “When there is denial of the root cause, there cannot be correction to the path.”

However, she also pointed to external factors that have contributed to her dissatisfaction with working in the nonprofit sector.

“Overall, as a sector, it is worse due to staffing shortages and the quantity/higher needs of clients,” she said. “Inflation plays a role as well. For the most part, non-for-profit careers are not high paying.”

With the rising costs of living, brought on by inflation, nonprofit organizations have been struggling with fundraising while, at the same time, facing an increased need for services from people who need assistance, she said.

“It has been a constant drain,” she said.

Another anonymous survey respondent shared similar concerns, particularly from the perspective of expanding job demands, particularly for those who work for community foundations.

“I’ve been in the nonprofit sector for almost a decade, and this has by far been my hardest role,” the survey respondent said. “In the past, I’ve been told the workload ebbed and flowed around grant cycles, but since I’ve been here it’s felt more like climbing a constant mountain and never reaching the peak.”

Much of the increased demands can be attributed to the changing role of community foundations, she said.

“As community foundations move away from being ‘just a funder’ and into more leading/convening spaces surrounding community leadership, it requires much more from the staff than grant/scholarship review and coordination,” she said. “We are now required to have other sets of skills like strategic planning, coalition facilitation, capacity building, collective impact, research, and evaluation. We also will never have enough funding for all the needs in our community, so having the skills and emotional intelligence to navigate those hard conversations and situations as well as the IQ to piece together other opportunities or support from the foundation is crucial and required.

There’s a real feeling of having to be ‘on’ all the time, she said, including knowing the pulse of the community, understanding the needs of every nonprofit, connecting with various sectors in the community, attending evening and weekend events, and being available for emails and phone calls throughout the day.

Overall, the survey revealed that 36 percent of Central Indiana’s nonprofit employees feel “excellent or very good” about finding purpose in their work, while 45 percent rated it as “pretty good.” However, 18.3 percent said that they were no longer connecting to a purpose in their work.

Aug 21

Understanding burnout and its impact on employees

By Sponsor Insight

by Christy Frazier Shepard, managing partner, Planning Plus, LLC

According to a recent survey, burnout is on the rise globally, but particularly in the United States. The Future Forum Pulse survey revealed that burnout among the workforce rose by 8 percent globally and by 16 percent in the United States between May 2022 and August 2022. The rates were higher among middle managers.

With rising rates of employees reporting symptoms of burnout, organization leaders have been grappling with how to address the syndrome in the workplace. One good place to start is by gaining a deeper understanding of burnout.

What is burnout?

Burnout can be difficult to describe. However, it’s not a medical condition. According to the APA Dictionary of Psychology, burnout is defined as “physical, emotional or mental exhaustion, accompanied by decreased motivation, lowered performance and negative attitudes towards oneself and others.”

Often, people do not know they’ve reached burnout until they cross the line between “really tired” and “too exhausted to function.” Other people might be the type of personality who likes to stay busy and might not recognize when they are doing too much. Burnout also happens when work-life balance gets too far out of sync. With the rise in remote work and technology in most aspects of our daily lives, this out-of-sync balance has been a common occurrence in the last few years.

The difference between burnout and stress?

While often used interchangeably, burnout and stress are not the same thing. Depending on your personality and DISC behavior type, you may react positively to stress. Some team members find that small amounts of stress help them feel more productive and motivated.

According to the APA Dictionary of Psychology, stress is defined as “a normal reaction to everyday pressures but can become unhealthy when it upsets your day-to-day functioning. Stress involves changes affecting nearly every system of the body, influencing how people feel and behave.”

While the benefits or detriments of slight stress vary from person to person, burnout is exclusively detrimental. Too much pressure and chronic stress can lead to burnout. These cases occur when someone has been so worn down by stress that you feel — as the name suggests — burned out.

Like stress, burnout manifests differently, depending on the person. Even though we commonly associate burnout with emotional exhaustion, it can impact all areas of your life — including your physical health.

Signs of burnout

Common causes of burnout?

Like the various signs of burnout, there are a variety of burnout causes. In general, each cause leads to a central tipping point: When work-related stress or pressure becomes too much or goes on for too long, it can lead to burnout.

You may be at risk of burnout if there is:

  • Little to no control over your workload.
  • Little to no recognition of a job well done.
  • Unclear job expectations.
  • Unreasonable or overly demanding job expectations.
  • High-pressure work environments.
  • Too much work — specifically when it leads to less time to do the things you enjoy outside of work.

How to prevent burnout on your team

One of the most impactful things you can do as a manager is support your team and recognize burnout before it happens. It’s much easier to prevent burnout than to fix it once it’s already happening — by the time you notice burnout, it’s hard to reverse. Instead, be proactive about your team’s workload.

  • Frequently checking in on their capacity and resource management to get ahead of burnout and ensure team members aren’t overwhelmed.
  • Workload management tools give you a bird’s-eye view of everyone’s tasks in one place. That way, you can get a sense of if anyone is overloaded and redistribute that work if necessary.
  • Create realistic and attainable goals. Figuring out how a task contributes to a bigger initiative can take mental energy.
  • Mapping out a clear set of goals for your team to work towards can reduce confusion or overwork.
  • Schedule weekly or biweekly 1:1 meeting with team members to check in on priorities, capacity, and other questions they might have.

Reverse burnout

There are several strategies you can use to reverse burnout. The one that works best for you depends on your situation and personality. Try implementing these strategies in combination with one another for the best results.

  • Scheduling breaks. Burnout happens because you’ve been too stressed for too long. You likely have a lot of work to get done and may be feeling a lot of pressure to do it. To start pushing back against burnout, schedule breaks throughout the day.
  • Setting boundaries. All the causes of burnout have one thing in common: external pressure. One of the best ways to reverse burnout is to set boundaries for yourself. Choose a time to log off from work every evening.
  • Taking time off (if you can). This might not be an option for you straightaway but taking time off is a great way to relax and recharge. Even if you only take a day or half day away from work, this is a chance to seek work-life balance. When you do take time off, make sure to confirm with your supervisor that you’ll be offline and unavailable.
  • Take care of yourself. Often, burnout happens because we are dedicating too much of ourselves to our work. Take time for self-care. Make sure you are getting enough sleep and spending time with friends or family. Try introducing mindfulness into your day through things like yoga or meditation. This can help you combat stressors and increase wellness.

Build resilience

Burnout can happen to anyone, and just because you beat burnout once doesn’t mean it can’t creep up on you again. Here are some steps to developing resilience.

  • Build your work relationships. Many times, burnout can happen when you are isolated at work while simultaneously being under a lot of pressure. One way to build resilience against future burnout is to build and foster your work relationships. When pressure starts to mount, you have colleagues that can provide support and assistance to address the stress before it becomes burnout. You are not in this alone.
  • Align work with performance goals. Aligning work with goals means you’ll have a clear sense of why your work matters. When you understand how the work you are engaged in is contributing to the bigger picture and strategic plan, it is easier to understand and prioritize projects and tasks, even when the pressure starts to build. If you must change direction or reprioritize, you can effectively prioritize your most important tasks without worrying you won’t hit your goals.
  • Balance your work life with your personal life. In addition to getting enough sleep and connecting with loved ones, make sure you’re dedicating time to your interests outside of work. Do things you enjoy, whether that’s reading a book, seeing friends, being creative, doing a sport, or something else. Think of it like diversifying your investments—but in this case, you’re investing in your interests.

From burnout to balance

Burnout can fly under the radar. Given enough time, these symptoms can build up and impact the well-being of your team members. The best way to ensure your co-workers aren’t burning out is to spot it before it happens. That’s where workload management comes in.