Charity & Not-for-Profit Recruitment Salary Report 2020 Port 2020
BrewsterCharity & Not-for-ProfitRecruitment SalaryReportport 2020Yorkshire, Humber and East Midlands RegionsPositionsons covered Senior Leadership Fundraisingaising Grants Businessess Development Event & Campaigns Projectt Management
Brewster Partners Charity & Not-for-Profit RecruitmentSalary Report logy04The Charity &DËæɬ ËÚɬVÚËĈæ ·Ë Ã Úº æ ɫ our research indicates.05Senior Leadership positions06Fundraising positions07Grants positions08Business Development positions 09Event & Campaigns positions10Project Management positions11Playing for keeps12-13Tailored benchmarking services14Brewster Partners Charity & Not-for-Profit RecruitmentSalary Report 202003IntroductionWelcome to the second edition of our Charity andNot-for-Profit Recruitment Salary Report. After yearsof uncertainty, 2019 has come to an end with a muchclearer view of the future and our political climate.A lot has changed in the past year– both politically and in the jobmarket and this change has beenquite dramatic for the third sector.For a start, recruitment itself haschanged. It’s a known fact thatwe are experiencing a candidatedriven market; it’s something youhear every day in our organisationfrom our consultants – this is thesame for everyone.Many organisations who can’tcompete in terms of biggersalaries, are starting to thinkcreatively about how theycan attract the top talent.This includes developing anappealing benefits packageincluding flexible working hoursand remote working, or trainingand development opportunities,offering potential candidates99%of all small to mediumenterprises and charitiesare now onlinesËÚº ½ Þ Ú ÄËö Ëą Ú Ä Ä êÄ Ä Ë Ëæ Ú Ä ĈæÞ Ä ½ê Ä ½æ ÄÞêÚ Ä ɇ ½ ÄÞêÚ Ä ɇ ĉ û ½ öËÚº Ä ɇ ½ Ú Ú ÞËêÚ Þ Ä õ Ä selection of gifts and rewards.As organisations evolve to adaptto the digital landscape, candidatesare bringing more varied andadvanced skills to the table.But what does that mean fornot-for-profit organisationscompeting with the big guns inthe private and public sectorswhere the salaries on offer havetraditionally been higher.It’s understood that salaries inthe charity sector will be lower,however, the people that knowin their heart that they want towork there, have already cometo terms with this before startingtheir search; they want the heartwarming, feel-good factor asmuch as they want the salary.a better work/life balance andcareer opportunities.For example, workplaces arenow offering an abundance ofother benefits including healthinsurance, life insurance, flexibleworking, childcare resourcesand even a selection of giftsand rewards. The CIPD RewardManagement Report found thatin 2019, up to 97% of employersin the UK significantly increasedtheir budget for these benefits.According to the UK Businessand Charity Digital Index, 99% ofall small to medium enterprisesand charities are now online, so,in turn, more and more charitiesare looking to invest in candidateswith that oh-so-importantdigital savvy that can pushtheir organisation forward – butare the salaries changing too?According to the latest CharitySector Report, the answer is yes,albeit slowly!Ultimately, people expect to bepaid for their progression andcommitment to an organisation.Charities that don’t rewardlong-term employees with bettersalaries are less likely to retainthe talent they worked so hardto land.So, the question remains, are wedoing enough to, not only, attracttalented new employees, but alsokeep the ones we already have?You can use this Salary Report tohelp you stay in the know on howto not only attract the best talent,but also keep them on board forthe long-run.We have analysed more datathan ever before, utilising ourextensive resources and CRMsystem, and evaluating all of theintelligence we have gained overthe past year. We’ve also analysedevery inch of data we could findand deem to be relevant froma variety of reports available inthe wider market to provide thebest insights into both hiringand candidate trends acrossthe Charity and Not for Profitdisciplines.Our systems allow us to provideanalysis, overview of trends andmore specific insights in responseto client requirements.Please email me personally atpbarber@brewsterpartners.co.ukif I can extend this service toyou and your business in 2020with a bespoke salary andbenchmarking service.Paula BarberClient Director Ú æü ʲ DËæɬ ËÚɬVÚËĈæ
04Brewster Partners Charity & Not-for-Profit RecruitmentSalary Report 202005Brewster Partners Charity & Not-for-Profit RecruitmentSalary Report 2020MethodologyThe Charity & Not-for-Profit job market – our research indicates.Our Salary Report has secured a reputation as being the mostcomprehensively researched and up-to-date report available toemployers. The resources utilised for this report includes the followingsources (all for the Yorkshire, Humber and East Midlands regions):There are overOver700vacancies registeredwith us during 2019.Our consultingteam’s combined42 yearsof experience in therecruitment industry.200,000registered charitiesin the UK.Between themthey employ overOver800,000people35,000applications registered byour consultants in 2019.4 out of 5Charity and Not-for-Profit organisationssay competition for talent has increased.The median for the 100highest paid positions isOur Board of Directorsand Senior Leadershipteam’s combinedOur preferential onlineresources providingaccess to over100 years40 millionof experience in therecruitment industry.CVs asbenchmarking data 185kInformation from reportsand press releases fromper annum55%The UK charitysector has overof workers within the Charitysector have worked there formore than nine years.900,000trusteesOver27%of charities hiremore than 10 people.3millionvolunteershelp the Charity andNot-for-Profit sector.
06Brewster Partners Charity & Not-for-Profit RecruitmentSalary Report 202007Brewster Partners Charity & Not-for-Profit RecruitmentSalary Report 2020Senior Leadership positionsFundraising positionsTaking a role as a senior member of the leadership team in anyorganisation can be challenging, but the pressures of managing theconflicting ideals of running an organisation and thinking commercially,whilst delivering improved outcomes for recipients or service userscan be extremely difficult.Charity fundraising can be very tough, with ever increasing donorexpectations, increased regulations, cuts to traditional funding streamsand more competition.More often than not, CEO’sand other senior positions are ÚËê æ Ä æË ½ õ Ú Þ Ä Ĉ Äæ change, such as dramaticallygrowing a charity, turning aroundan organisation with toughchallenges, or developing newservices and income streams.This then needs to be done in ahighly regulated environment (forexample the Charity Commissionor Fundraising Regulator), andthey are also often in full view(and scrutiny) of the public.Position They need to be skillednegotiators who can managekey stakeholder relationshipsand also be able to handle theĈÄ Ä ½Þ Ä ½ ËÄ ÞæÚ æ üɌ In short, leading an organisationin this sector is no easy ride.This is where the salary challengecomes in, as a job requiring sucha broad skill set and with such ahigh level of responsibility wouldËÚ Ä Ú ½ü ö ÚÚ Äæ Þ Ä Ĉ Äæ½ü higher salary. However, theÞ ½ Úü ½ÞË Ä Þ æË Ĉæ ö æ æ organisation’s circumstances,and smaller organisations will onlybe able to provide comparativelysmall salaries. The range we haveseen from our research for a ChiefExecutive is incredibly broad,spanning from 47,500 to over 160,000, demonstrating clearlythe disparity between smalllocal organisations, and nationalcharities.Many charities are looking atnew ways of raising funds anddiversifying their income, andso need to bring in a range ofpeople and skills to manage andÞæÚ æ Þ ö æ Ä æ ą Ú Äæ income streams. Talent like thiswill expect a salary to match,with our Head of Fundraisingsalary coming out at an averageof 50,000 per year, and the topsalaries reaching 67,000 .The way charities fund raisehas changed dramatically inthe last decade, as has the wayPositionPermanent salaryC Ä ʋ C û ʋ cü ½ Chief Executive 47,500 161,000 96,000Managing Director 45,000 115,000Regional Managing Director 40,000Head of Department 35,000Trustee 12,000Corporate giving is also evolving,with local businesses becomingincreasingly focused on deliveringcorporate social responsibilityprogrammes. As such, the needfor a Corporate FundraisingManager is increasing acrossthe charities that we have beenspeaking to; someone who caneasily build meaningful, workingrelationships with the privatesector, succeeding in securingfunding, and having the resilienceto keep trying when things don’tquite go to plan.Permanent salaryC Ä ʋ C û ʋ cü ½ Head of Fundraising 32,000 67,000 50,000 70,500Head of Income Generation 32,000 58,000 43,000 106,000 66,000Fundraising Manager 30,000 52,000 35,000 79,000 57,000Corporate Fundraising Manager 31,000 42,000 35,000 25,000 18,000 47,500 160,000 The broad range of salaries ËÚ û êæ õ Ɍ people choose to give and showsupport for the causes that aremeaningful to them. Technologyand digital fundraising (throughonline platforms and smartphonedonation apps) has made it easierthan ever for individuals to give totheir chosen charities. This does,however, create a skills need thatperhaps hasn’t been apparentbefore, and organisations arerequiring tech-savvy individualswith the ability to grow anddevelop digital strategies andgiving platforms.
08Brewster Partners Charity & Not-for-Profit RecruitmentSalary Report 202009Brewster Partners Charity & Not-for-Profit RecruitmentSalary Report 2020Grants positionsBusiness Development positionsThe grants team is a vital part of a not-for-profit or charity organisation,focused on generating grant funding for research and/or not-for-profit work.Business Development positions in the charity and not-for-profit sectorsvery often take a different form to the roles with similar job titles that arefound in private sector organisations.A Grants Manager works withinternal staff to determine fundingneeds and how funds will be (andare being) used. They also workwith external organisations suchas foundations and governmentagencies to acquire funding.The job requires strongwriting skills, since most grantapplications require in-depthdescriptions (including thePosition Grants Manager &Ú ÄæÞ JĆ Ú Grants Administratorproposed use of the funds).This position also often requiresstrong accounting and financeskills, since a Grant Managerat a not-for-profit organisationmay also have to handle auditingand bookkeeping to ensure grantmoney is appropriately spent.Finding candidates with sucha broad skill set can be quite achallenge, and could require anattractive remuneration packageto entice the right people. Withsome Grants Managers earningup to 53,000 (which is morethan some CEO’s in otherorganisations), the pressureis on smaller organisations todevelop their benefits packagesand organisational culture toattract multi-skilled, top qualitycandidates.Permanent salaryC Ä ʋ C û ʋ cü ½ 32,500 53,000 45,000ʋǾȂɇȁǼǼ ʋǿȄɇǼǼǼ ʋǿǽɇǼǼǼ 23,250 29,000 26,000However, the role of a BusinessDevelopment team within a thirdsector organisation is incrediblyimportant in order to deliver keybusiness growth in line withdevelopment strategies putforward by the leadership team.Those in a charity BD teamare tasked with brokering anddeveloping new relationshipswith potential stakeholders,and approaching members ofæ Ú õ æ Þ æËÚ æË ĈÄ Ä ö Position 53,000Skills that we are often askedfor when searching for BusinessDevelopment positions include:Ability to sell projects, ideasand conceptsStrong presentation skills forpitches to a range of audiencesAbility to network with senior Ä Äĉê Äæ ½ Ë ½ Strong research skillsExperienced in digital marketingthrough social media.Permanent salaryC Ä ʋ C û ʋ cü ½ Business Development Director 39,000 65,000 50,000Business Development Manager 35,000 52,000 44,000ʋǾȁɇǼǼǼ ʋǿȁɇǼǼǼ ʋǾȅɇǼǼǼ êÞ Ä ÞÞ õ ½Ë à Äæ JĆ Ú c à û ÃêÃ Þ ½ Úü ËÚa Grants Manager in 2019sponsorship and corporatepartnership activities. Candidatestaking on this sort of role needto not only have the salesacumen to hit sponsorshipand partnership targets, butalso the friendly and opendemeanour required to networkand consistently build new,successful working relationships.
10Brewster Partners Charity & Not-for-Profit RecruitmentSalary Report 202011Brewster Partners Charity & Not-for-Profit RecruitmentSalary Report 2020Event & Campaigns positionsProject Management positionsEvents that raise money for charities and not-for-profit organisations can takeà Äü ËÚÃÞ ɫ ÚËà ȁº ÚêÄÞ Ä Þ ËÄÞËÚ ö ½ºÞ æË Ä êÚ Ä º Ú ÞɌ New programmes and projects benefit enormously from a skilled programmeor Project Manager with specific experience in managing new initiatives.In recent years, these haveexpanded to larger eventslike full scale Tough Mudderevents and extravagant charityballs, however, just like anylarge undertaking, planninga fundraising event has itschallenges. The operationsand logistics can test yourorganisation’s limits; however, thereward can certainly outweighthe risk if executed correctly. Thekey is hiring candidates who arehighly organised and motivated,Position and who can develop fresh ideasthat will capture the interest ofboth the public and potentialcorporate partners.A campaigns team also has achallenging role, tasked withdeveloping new campaigns thatwill catch people’s attentionin what is actually quite anover-saturated market. Manyorganisations are now focussingon digital campaigns that can berolled out across social media andonline platforms, and some of thelarger charities have launchednew Amazon Alexa capabilitiesto allow people to donatethrough Alexa gadgets. Usinga technology-driven approachshould allow charities to attract anew tech-savvy demographic.This creates a need for new,digitally capable talent who cansteer fundraising or awarenesscampaigns in the right direction,and make sure they have thedesired impact.PositionC û ʋ cü ½ Events Manager 32,000 45,000 37,500Campaign Manager 35,750 54,000 45,500 õ ÄæÞɒ ËÄ Ú Ä JĆ Ú ʋǾǿɇȁǼǼ ʋǿȄɇǼǼǼ ʋǾȄɇǼǼǼ ] Ä ËÚ Ã Ä JĆ Ú ʋǿǼɇǼǼǼ ʋȁǿɇǼǼǼ ʋǿȅɇǼǼǼ 17,500 26,000 21,500The biggest fundraising eventin the UK last year raised over 37 millionProject Co-ordinators providesupport and guidance inprogrammes of work throughspecific skills in report writing,workshops, development andpromotion of specific projectdeliverables and again a strongcommitment to delivering thecore values.Permanent salaryC Ä ʋ Events AssistantManagers with specific skills inplanning, team management,delivery, budget managementand, most importantly, sharingthe core values and commitmentto make changes happen. Project Co-ordinators canalso co-ordinate busy officeswhere strong organisationalskills and administrative flairare needed to keep thingsmoving. Project Managementprofessionals with specificcharity sector backgrounds cannot only provide leadership forstrategic planning and projectdelivery, but can also have amultitude of skills in areas suchas PR, fundraising, networking,accountancy or training whichcomplement the sector.Project Management professionalswith specific not-for-profit andcharity sector backgrounds mayalso be needed to implement corebusiness functions, for example,new and updated systems toensure the smoother runningof a particular part of yourorganisation (accounts packageor a new CRM system). Employingor contracting a Project Managerwith a specific background,personality and cultural fit canmake the difference between asuccessful project or a failure.Permanent salaryC Ä ʋ C û ʋ cü ½ Project Director 41,000 64,500 49,000Project Manager 27,500 45,000 35,000ʋǾǼɇǼǼǼ ʋǿǾɇǼǼǼ ʋǾȂɇǼǼǼ VÚË· æ JĆ Ú
12 Ú öÞæ Ú V ÚæÄ ÚÞ Ú æü ʲ DËæɬ ËÚɬVÚËĈæ Y Úê æà ÄæSalary Report 2020 Ú öÞæ Ú V ÚæÄ ÚÞ Ú æü ʲ DËæɬ ËÚɬVÚËĈæ Y Úê æà ÄæSalary Report 2020PLAYINGFOR KEEPSPeople are amazing. People can learn, advance, develop andgrow. They are the only part of a business that can improve itselfand they are fundamental to creating value in organisations.People measures, and theĈ ½ Ë êÃ Ä æ ½ Ä ½üæ Þ (which looks to measure thevalue of people’s knowledge,skills and abilities), can helporganisations to understandhow purposeful workforceinvestment can create andpreserve this value, and indoing so, improve productivity,employee well-being andcommitment, innovationand business performance.When products, services andknowledge are all commoditised,competition explodes.C Ä Ä ê½ ą Ú Äæ æ ËÄ æÞ harder to achieve, while themarket evolves so fast that youcan barely keep up with thechanges. At this point, manyorganisations pour all their ąËÚæ ÄæË Ú Ä Ä ɇ Ë Ä æË stand out in an overcrowdedenvironment. But the bestÞËêÚ Ë ą Ú Äæ æ ËÄ ËÚ company remains its people. Ifeveryone within the companygenuinely believes in whatthey’re doing, the experience acustomer has with your businesswill be worth more than ahundred brand consultants.Today’s managers are theĈÚÞæ Ä Ú æ ËÄ æË æ ½½ Ä Ë ą Ú Äæ æ ËÄ æ ÚËê ½ ÚÞ ɫ æ æË managers are those who canlead and develop leadershipin others. The talent you wantworking for your organisationisn’t attracted to money aloneɫ æ ü ½ÞË ö Äæ öËÚº æË meaningful experience theyenjoy, something they can feelpassionate about, and theywant to feel a certain level ofautonomy.Deloitte’s research on the21st century workforce showsæ æ C ½½ ÄÄ ½Þ Ú Þ Ä Ĉ Äæ proportion of the world’sworkers. By 2025, 75% of theworkforce will be Millennials.At the same time, Baby Boomersare slow to retire, so HR leadersö ½½ Ä æË ĈÄ ą æ õ ways to manage a workforceof increasingly diverse ages.Setting aside all exaggeratedand stereotyped claims aboutwhat Millennials and Boomerswant from life, Deloitte’s report ËÄĈÚÃÞ æ æ Ã Ú Ú Ú isn’t enough — and that theseemployees will look for new jobsif they don’t feel engagedand purposeful in their work.This means managers mustprepare for a change of practice.If the old recruitment, leadershipand retention strategies don’tappeal to employees, thenwhat will? Millennials, primedby social networking and mobiletechnology, want to give andreceive frequent feedback.A rising number of employees(of all generations) want less ËÚà ½ɇ ÃËÚ ĉ û ½ öËÚº Ä arrangements.Companies that fail toprovide what its employeeswant could soon lose its mostvaluable human capital towiser competitors. The choicethen becomes a simple one:adapt to your growing anddeveloping workforce, or facea potentially huge drop inemployee engagement andperformance, with a matchingrise in employee turnover.By 2025, 75% of the workforce will beMillennials. At the same time, Baby Boomersare slow to retire, so HR leaders will needæË ĈÄ ą æ õ ö üÞ æË Ã Ä öËÚº ËÚ of increasingly diverse ages.13
Brewster Partners Charity & Not-for-Profit RecruitmentSalary Report 2020Tailored benchmarking servicesThe data in this report represents a summary ofa lot more detailed work that we can produce forour individual clients’ requests. Our full servicecan expand on the following areas:Narrower focusScoping the talent poolThere are some additionalvariations in the data for thefollowing segments:Demand for all third sectortalent rose in 2019 and shouldcontinue to do so in 2020.This rise will be sharper in somedisciplines more than others.The result will be a scarcity ofcandidates for some disciplinesand an abundance in others.JêÚ Þ Úõ Ä ÚËõ æÚ Ć light report on each disciplineto show you the size of theappropriate talent pool.Geographical locationThere are some regionalsplits between towns andcities we cover. The differenceis not material but the trenddoes existOrganisation size c ą Ú Äæ æ ËÄ æö Ä SME and corporate is a ÚË ËÄ Ɍ ą Ú Äæ æÚ Ä Þ exist within each category.E.g. the range of salarieswe have noted for a ChiefExecutive in the third sectorcovers 47,500k to 161,000k.For all of these areas, we areable to drill down into the detailand extract some accuratedata for our clients.Employer brandingIn a market where moreËÚ Ä Þ æ ËÄÞ Ú Ĉ æ Ä æË recruit the best talent, our teamhave built extensive experiencein making sure that our clients’employer brands are developed ą æ õ ½ü ɚæË ËÄÞ Ú æ æËÚÞ æ æ ö ½½ ææÚ æ Ä Ú æ Ä Þæ ąɛɌ We have case studies of workingwith a range of organisationsin helping them draw up theiremployer branding proposition.We are able to contribute immensevalue to our clients in deliveringtheir employer branding to theirtarget candidates in the way thatwe advertise their roles, talk tocandidates and promote theirbusiness.14
BrewsterCharity & Not-for-ProfitRecruitment SalaryReport 2020Yorkshire, Humber and East Midlands RegionsOffices in:nd HumberYorkshire andDoncaster 44 (0)1302 308 040Leeds34 3170 44 (0)113 834Sheffield99 0590 44 (0)114 399MidlandsngtonCastle Donington 44 (0)1332 982 010e rpartners.co.ukw www.brewsterpartners.co.uk
you and your business in 2020 with a bespoke salary and benchmarking service. Welcome to the second edition of our Charity and Not-for-Profit Recruitment Salary Report. After years of uncertainty, 2019 has come to an end with a much clearer view of the future and our political climate. Introduction 02-03 Methodology 04 The Charity & 05
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