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Oct 05

Volunteers, Employees and Medicaid: What Indiana Nonprofits Need to Know This Fall

By Feature

Including a list of helpful resources for nonprofit leaders

By Morgan Riley, Charitable Advisors

Two developments are putting volunteering on the radar for Indiana nonprofits this fall—but for very different reasons.

The U.S. Department of Labor (DOL) recently issued guidance clarifying when nonprofit employees may also volunteer for their employers. At the same time, Indiana is preparing to implement new Healthy Indiana Plan (HIP) work requirements, which will allow certain Medicaid recipients to count community volunteer hours toward maintaining coverage.

For nonprofits, understanding what qualifies as “volunteering”—and when volunteer hours are appropriate—is more important than ever.

The two issues are separate, but both have crucial practical implications for nonprofit organizations.

  1. Can your employees volunteer for your nonprofit?

On Sept. 7, 2026, the U.S. Department of Labor (DOL) issued Opinion Letter FLSA2026-12 clarifying when FLSA-exempt nonprofit employees may volunteer for their employer outside normal work hours (U.S. Department of Labor, 2026a).

The guidance says employees may volunteer if the service is offered freely, without pressure or coercion, and is neither the same nor similar to the work they are employed to perform. Employees cannot designate regular job duties as “volunteer” hours or waive their FLSA right to compensation by agreeing to perform their regular work as a volunteer (U.S. Department of Labor, 2026a).

The guidance reinforces longstanding DOL policy that paid nonprofit employees generally cannot volunteer to perform the same type of services for which they are employed (U.S. Department of Labor, 2015).

Who should pay attention?

This guidance is particularly relevant to nonprofits that:

  • Employ FLSA-exempt staff who also volunteer with the organization.
  • Encourage or expect employees to volunteer at organizational events.
  • Have employees who participate as volunteers in programs or services.
  • Use volunteer hours to supplement staffing.
  • Have policies or informal practices that blur the line between paid responsibilities and volunteer activities.
  • Have employees who want to volunteer for the organization in a substantially different capacity.

A useful starting point: If an employee is performing the same type of work for the organization that they are employed to perform, the organization should not assume that calling those hours “volunteer” makes them unpaid volunteer time. The DOL emphasizes that volunteering must be freely chosen and that the work must be different from the employee’s regular job duties (U.S. Department of Labor, 2026a).

Resources:

Important: This is federal labor guidance, not legal advice. Organizations with questions about a particular employee/volunteer arrangement should consult an employment attorney.

  1. Indiana Medicaid work requirements: Why nonprofits should be paying attention

A separate issue coming this fall involves people who may volunteer with your organization.

Beginning Jan. 1, 2027, Indiana Medicaid will begin enforcing new work requirements for certain adults enrolled in the Healthy Indiana Plan (HIP). Most HIP members ages 19–64 who are not pregnant and are not enrolled in or eligible for Medicare will need to meet the requirements unless they qualify for an exemption (Indiana Family and Social Services Administration [FSSA], 2026).

The requirement is generally 80 hours per month of qualifying activity. Importantly for nonprofits, qualifying activities include:

  • Employment
  • Community volunteering
  • Education
  • Apprenticeships
  • Job training or qualifying work programs

Individuals can combine qualifying activities to reach the required 80 hours (FSSA, 2026).

Why does Oct. 1 matter?

The Medicaid work requirements do not actually begin Oct. 1.

They begin Jan. 1, 2027.

But Oct. 1 is an important date for people whose HIP applications or redeterminations begin in January. FSSA says January applicants must demonstrate qualifying activity during October, November and December (FSSA, 2026).

That means people who need to meet the requirement may need to begin documenting qualifying hours now.

The Indiana Capital Chronicle reported in August that state officials estimated as many as 300,000 Hoosiers could ultimately be subject to the new requirements, although the number affected will depend on exemptions and other eligibility factors (Smith, 2026).

Who should nonprofits be aware of?

This may be particularly relevant to organizations that:

  • Have regular volunteer programs.
  • Work with people who may be enrolled in HIP.
  • Serve low-income or economically vulnerable Hoosiers.
  • Recruit volunteers for ongoing service opportunities.
  • Provide education, job training or community-service opportunities.
  • Work with people who may be looking for qualifying volunteer hours.

There are numerous exemptions. FSSA lists exemptions and other circumstances involving, among others, certain caregivers, people who are pregnant or recently pregnant, people who are medically frail or have certain serious medical conditions, some former foster youth, veterans with a 100% disability rating, and people participating in certain treatment programs (FSSA, 2026).

What does this mean for a nonprofit that has volunteers?

This is where nonprofits may want to think ahead.

Track volunteer hours

If your organization already has a volunteer program, make sure you have a consistent way to record when volunteers serve and how many hours they complete.

Be prepared to document service

FSSA has created a HIP Work Requirements Partner Toolkit with resources for organizations helping communicate about the new requirements. The state also directs members to its Benefits Portal for reporting hours and managing HIP coverage (FSSA, n.d.).

Nonprofits may want to establish a straightforward process for responding when volunteers ask for documentation of their service.

Keep volunteer service genuinely voluntary

The Medicaid rules do not change federal labor law.

Someone volunteering to satisfy a Medicaid requirement does not automatically become an employee. Conversely, an employee cannot simply become an unpaid volunteer for the same work they are paid to perform (U.S. Department of Labor, 2026a).

Train staff who coordinate volunteers

Volunteer coordinators and other front-line staff may be among the first people to hear questions about Medicaid requirements. Make sure they know where to direct people for eligibility questions rather than attempting to interpret the rules themselves.

Avoid promises

A nonprofit can document the volunteer service it provides, but it should not promise that a particular volunteer activity will guarantee someone’s Medicaid eligibility. FSSA makes the eligibility determination.

A quick timeline

Sept 7, 2026:

DOL issues FLSA Opinion Letter 2026-12 regarding FLSA-exempt nonprofit employees volunteering for their employers.

Why it’s important: Review of practices involving employees who also volunteer may be needed.

Oct 1, 2026:

The three-month lookback period begins for people whose HIP requirements begin with a January 2027 application or redetermination.

Why it’s important: Some HIP applicants may begin accumulating qualifying volunteer hours.

Oct- Dec, 2026:

Qualifying activity is tracked for January applicants.

Why it’s important: Organizations with volunteer programs may receive questions about documenting service.

Jan 21, 2027:

Indiana begins enforcing HIP work requirements for new applicants and redeterminations initiated on or after this date.

Why it’s important: Some HIP members will need 80 hours/month of qualifying activity or an applicable exemption.

Ongoing:

HIP members subject to the requirements will need to document qualifying activity according to their applicable reporting and redetermination schedule.

Why it’s important: Volunteer documentation may become an ongoing planning factor for organizations serving affected individuals.

(FSSA, 2026; U.S. Department of Labor, 2026a)

One issue, two very different questions

The DOL question is:
Can our paid employees also volunteer for our organization?

The Medicaid question is:
Can someone who volunteers with our organization count those hours toward Indiana’s HIP requirements?

The answer to the first depends on the employee’s status, whether the volunteer work is genuinely voluntary and whether the work is the same or similar to the work the employee is paid to perform (U.S. Department of Labor, 2026a).

The answer to the second depends on the individual’s Medicaid eligibility and whether the activity meets FSSA’s requirements (FSSA, 2026).

One does not override the other.

Bottom line for nonprofits

If you employ people who also volunteer: Review your practices now and make sure unpaid volunteer activities are genuinely voluntary and meaningfully different from the work employees are paid to perform.

If you operate a volunteer program: Be prepared for some volunteers to ask whether and how their hours can be documented for Medicaid purposes.

If you serve people who may be affected by HIP changes: Familiarize staff with the state’s resources so they can point people to accurate information.

And if your organization is going to document volunteer hours, now is a good time to make sure your system is simple, consistent and easy for volunteers to understand.

This article is intended as a general resource for Indiana nonprofits and is not legal, employment or benefits advice. Because labor law and Medicaid eligibility rules can be fact-specific and may change, organizations should consult the appropriate government agency or qualified professional about individual situations.

Resources for nonprofit leaders

Employee/volunteer questions

U.S. Department of Labor. (2026a). FLSA2026-12: Whether FLSA-exempt employees of a nonprofit organization may volunteer outside of their normal work hours for their employing organization.
https://www.dol.gov/sites/dolgov/files/WHD/opinion-letters/FLSA/FLSA2026-12.pdf

U.S. Department of Labor. (2015). Fact sheet #14A: Non-profit organizations and the Fair Labor Standards Act (FLSA).
https://www.dol.gov/agencies/whd/fact-sheets/14a-flsa-non-profits

U.S. Department of Labor. (n.d.). Volunteers. FLSA Advisor.
https://webapps.dol.gov/elaws/whd/flsa/scope/ee16.asp

Indiana Medicaid/HIP questions

HIP Work Requirements Partner Toolkit. (n.d.). HIP work requirements partner toolkit.
https://www.in.gov/fssa/hip/hip-work-requirements/hwr-partner-toolkit

Indiana Family and Social Services Administration. (2026). HIP work requirements.
https://www.in.gov/fssa/hip/hip-work-requirements/index

Smith, C. (2026, August 12). Up to 300,000 Hoosiers could face Medicaid work mandate. Indiana Capital Chronicle.
https://indianacapitalchronicle.com/2026/08/12/up-to-300000-hoosiers-could-face-medicaid-work-mandate/

Oct 05

Why Indiana Nonprofits Are Taking a Collaborative Approach to Benefits

By Sponsor Insight

Healthcare costs have become one of the most significant financial pressures facing nonprofit organizations and show little sign of easing. Medical trend is projected at 7% to 8%, while pharmacy trend is expected to reach 13% to 15%. Pharmacy spending now represents approximately 30% of total healthcare costs, driven by specialty medications, expanding use of GLP-1 therapies, growing behavioral health demand and continued provider consolidation. [Aon Global Medical Trend Rates Report 2026]

For nonprofit leaders, these numbers carry implications far beyond annual renewal discussions. When benefits spending grows faster than revenue, the effects can be felt throughout the organization, influencing recruitment and retention, staffing plans, compensation strategies, reserves and program investment.

Why Traditional Cost Management Is Producing Smaller Returns

For years, many organizations managed rising healthcare costs through plan design changes. Deductibles increased. Employee contributions rose. Cost-sharing became more common.

Those approaches can provide short-term budget relief, but they have limited influence over the forces driving healthcare inflation today. Specialty pharmacy spending continues to outpace medical trend. New therapies enter the market at higher costs. Healthcare provider consolidation continues to affect pricing.

Many nonprofit leaders are now examining whether the way benefits are funded and purchased deserves the same level of strategic scrutiny applied to major investments, facilities planning and long-term financial management. That shift in thinking is driving interest in alternative funding structures that may offer greater predictability and purchasing power.

Exploring Available Options

Before evaluating any single structure, it helps to understand how many options exist, because headcount determines which market an organization buys into.

For nonprofits under 50 employees, which includes many Indiana organizations, the default is often a fully insured community-rated plan where premiums are driven largely by factors outside the organization’s control. Alternatives can include grandfathered plans, alternate funding arrangements, association plans and MEWAs, PEO arrangements, and exchange-based coverage through an Individual Coverage Health Reimbursement Arrangement (ICHRA). Each offers different levels of flexibility, administrative support and financial accountability.

Above 50 employees, the range expands to include level-funded and self-funded strategies such as captives, direct self-funding and reference-based pricing. The tradeoff typically becomes predictability versus control, with the right approach depending on claims experience, reserves and risk tolerance.

Yet many nonprofit leaders never see the full range of options presented side by side. As a result, organizations often renew within a narrow set of choices while cost pressures continue to build. One of those broader options is now available in Indiana for the first time.

A Different Model for Indiana Nonprofits

One structural option Indiana nonprofits now have is the Indiana Nonprofit Benefits Trust, the state’s first Multiple Employer Welfare Arrangement (MEWA) built exclusively for nonprofit organizations.

The Employee Retirement Income Security Act (ERISA) defines a MEWA as an arrangement that allows employers outside the same control group to participate in a pooled health plan, provided they share a work-related common bond. For this Trust, that bond is nonprofit status and membership in the Indiana Philanthropy Alliance. Participating organizations join a single pooled arrangement rather than purchasing coverage as individual small groups.

Pooling changes the rating conversation. Small employers in the traditional market are frequently community rated, with premiums driven by age bands and factors outside their control. Inside the Trust, organizations are rated as part of a larger group with stable pricing that is not age-banded. Claims volatility is spread across the pool, so a single high-cost year at one organization does not land entirely on that organization’s renewal.

The Indiana Department of Insurance approved the Trust in late 2025 following an 18-month collaboration among Welborn, NFP, Indiana Philanthropy Alliance and a founding group of nonprofit organizations. Those organizations helped shape and test the structure before launching, ensuring it reflected the realities of nonprofit budgets and operations.

Underneath the mechanics sits a straightforward observation. Indiana nonprofits face remarkably similar workforce and healthcare pressures, including the challenge of offering competitive benefits to attract and retain talented employees, and most have been absorbing those pressures independently.

Why the Partnership Matters

The collaboration that produced the Trust should look familiar to anyone working in this sector. Shared services, collective funding and coalition advocacy exist because certain problems respond better to collective effort. Employee benefits may be becoming another area where collaboration can create value.

What that collaboration produced is a network, not just a rate. IPA membership is a condition of joining, and the requirement was intentional. As Indiana’s statewide network for philanthropy, IPA advocates at the state and federal levels on issues affecting the sector and brings organizations together around shared challenges and opportunities. Nonprofit members participating in the Trust can also take part in select IPA convenings and resources relevant to their work, creating opportunities to connect with others across Indiana’s philanthropic and nonprofit communities.

Those opportunities acknowledge something experienced nonprofit leaders already understand: workforce challenges are rarely solved through benefits alone. Sustainable solutions often require organizations to examine leadership, culture, financial strategy and employee experience together.

The plan itself is built the same way, with support for the people who administer it and the people who use it, including online enrollment, dedicated member support, pharmacy savings programs, virtual care and wellbeing resources. For organizations that have spent several renewals managing costs through reductions or increased employee cost-sharing, access to additional services and support can help shift the benefits conversation.

What Leaders Should Be Thinking About Next

A collective purchasing model will not be the right answer for every nonprofit. Workforce demographics, organizational size, claims experience, financial objectives and risk tolerance all point in different directions, and the appropriate structure depends on facts specific to each organization.

Nonprofit organizations have more options than many realize, and the Indiana Nonprofit Benefits Trust represents one Indiana-based response to rising healthcare costs. More broadly, it reflects what the nonprofit sector has long done well: working together to address shared challenges in ways that can strengthen individual organizations and the sector as a whole.

At NFP, we believe leaders make stronger decisions when they understand the full range of available strategies. Whether that means a MEWA, a fully insured plan or another approach, the objective remains the same: helping Indiana employers support and retain the people who carry out their missions while protecting the financial resources that make that work possible.

If this article sparked questions about your organization’s benefits strategy, we’d welcome a conversation. Reach out to Anna Beaty (anna.beaty@nfp.com) or email INnonprofittrust@nfp.com for more information.

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.