Interviewing Tips for Job Candidates and More

INBOX

Questions every applicant should ask

To the Editor:

The implication in the article on interview techniques in the February 22 issue of Philanthropy Careers, “Nonprofit Managers and Recruiters Offer Tips for Interviewing Job Candidates,” was that candidates for fund-raising positions are mysteries to be solved — to be subjected to special probing techniques. I especially liked the suggestion to ask the candidate if their current employer was aware they were interviewing. I hope that wasn’t the same person who muffed the interview later by saying they had no patience for difficult volunteers.

I offer a contrasting view. Fund-raising organizations are mysteries a candidate should solve. Failing to exert due diligence by posing pointed questions to the interviewer can lead to an outcome as disastrous for the candidate as any disingenuous candidate might be for the organization.

As part of every interview, a candidate should ask, Why is the position vacant? How long since it has been filled? Are there any internal candidates? Will I be able to interview the staff I will be working with? Will I have an office? A desk? A travel budget? How do we define success? How many dollars? How many donors? What about clerical and technical support? What is the condition of the database? Can data be manipulated readily? Are all positions in the department currently filled? How often do they turn over? What is the fund-raising role of the president and trustees? How much have they raised? How much have they given? Who serves on the development committee? How are they chosen? What is their role?

Candidates for campaign director should ask if anyone [at the organization] has studied [the] feasibility [of the campaign]. Will there be counsel in the current campaign? Are all campaign positions filled? Are there major- and planned-gifts programs? What is considered a major gift? Is there a planned-giving society? How were the campaign goal and purposes determined? What level of participation can be expected from trustees and staff? What is the history of campaigns at this organization? What were the goals of previous campaigns? Were they met? How easily? How soon? What counts toward campaign progress?

Now these may seem like basic questions, yet you would not believe how few candidates ask them. Several “no” answers, or the stock reply, “That’s what you’re going to help us with,” should send up rockets. In fact, as a candidate, I would thoroughly test the answers to all these questions against whatever research you can conduct on the organization by whatever means, because “fit” is a whole lot more than being able to get along with everyone.

Ted C. Randall
Chief advancement officer
Maine Maritime Academy
Castine, Me.

Praise for a Stay-at-Home Parent

To the Editor:

In reference to the March 7 article, “Two Fund Raisers in the House,” kudos to Carol Helmus, who is taking off a couple of years to raise her preschool children. If only other parents would realize that there is plenty of time to pursue a career, but only one opportunity to be home with their children. All too quickly, babies are grown, and there is no way to reclaim those lost years. Surely, there is sacrifice involved, but parents will reap the great benefits of establishing those close familial ties, which no surrogate parent can provide, all during the children’s growing-up years and into adulthood. It’s guaranteed! There is no substitute for parents, their love and attention, and that’s all there is to it.

Gay Stuntzner
Director of development
Regis High School
Stayton, Ore.

Send your letters to Inbox at editor@philanthropy.com.