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Often the most logical place to look for an appropriate person is within the organization. This makes sense because when employees of Jewish nonprofits think about their future they consider their professional and personal advancement – including learning new skills, being challenged by their responsibilities, and being given increased authority and supervisory responsibility.Most people seeking this kind of advancement want to develop their administrative skills, determine and direct program services, and be part of the executive team that responds to the larger issues facing the nonprofit sector.The policies governing the search for and employment of staff members vary from community to community.For example, in Israel a nonprofit organization is encouraged to make public its search for a new employee, but tend to consider all internal candidates first. It is only after all current employees are determined not to be appropriate to fill the vacancy that the organization will consider hiring a person from outside. Other Jewish communities conduct a simultaneous search within the agency and in the general community.In general there is a safer feeling about hiring from within the organization.This is based on the fact that current staff will in all likelihood continue the agency’s present policies and practices. Of course this does not discount that when professionals assume new positions they may want to make their own contributions to the organization and the services delivered. Often those who have worked for our nonprofits have developed creative ideas and would like to have an opportunity to test them out once they have received a promotion.In addition, the staff will find it less disconcerting if they know the person and are aware of their work style and professional manner. It is assumed to be less threatening to the other staff members when a person is promoted from within the organization. Of course this may not necessarily be the case. At times, the staff might be surprised by one of their colleagues who becomes a successful candidate and decides to make serious changes once selected to fill the vacant position.The board of directors may also be more comfortable with changes in executive staff that maintain homeostasis within the agency.They may be familiar with the person being considered for the promotion.If there is a level of confidence in the particular staff member, then the volunteer leadership will not question the director’s selection.However, at times the board does not have confidence in the incumbent director and seeks to bring in someone new who has a fresh perspective and in fact may decide to make necessary changes that a person receiving a promotion from within might be reluctant to consider.Before beginning its work, the board’s search committee should discuss which direction to take so there is clarity in the search for the new executive.A well-planned and thoughtful search process can strengthen the organization because it provides an opportunity to clarify agency values as well as its future direction in providing services to the community.Whether the decision is to promote from within or to search for outside candidates, the rationale and the process have to be stated clearly to board members, professional staff and the agency’s stakeholders in the community.The author is a lecturer at Hebrew University’s Rothberg International School’s MA program in nonprofit management and leadership.
Promoting from within or hiring from outside: What is best for the nonprofit?
The issue becomes more complicated when we consider the nonprofit’s interest in developing a solid staff component.
