{"id":9984,"date":"2026-01-22T15:57:49","date_gmt":"2026-01-22T04:57:49","guid":{"rendered":"https:\/\/www.johnsonrecruitment.com.au\/?p=9984"},"modified":"2026-01-22T15:57:49","modified_gmt":"2026-01-22T04:57:49","slug":"why-some-fundraising-roles-are-so-hard-to-recruit-right-now","status":"publish","type":"post","link":"https:\/\/www.johnsonrecruitment.com.au\/why-some-fundraising-roles-are-so-hard-to-recruit-right-now\/","title":{"rendered":"Why Some Fundraising Roles Are So Hard to Recruit Right Now"},"content":{"rendered":"<p><span style=\"color: #c20030;\"><i><span style=\"font-weight: 400;\">What the data is telling us about talent shortages in fundraising and philanthropy<\/span><\/i><\/span><\/p>\n<p><span style=\"font-weight: 400;\">Recruiting skilled fundraising professionals has never been straightforward, but over the past few years, it has become noticeably more complex. Across the for-purpose sector, leaders are competing for a limited pool of experienced talent while simultaneously asking more of their fundraising teams than ever before.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">To better understand where the biggest pressure points currently sit, I recently ran a LinkedIn poll asking a simple question: \u201cWhich fundraising role is hardest to recruit right now?\u201d<\/span><\/p>\n<p><span style=\"font-weight: 400;\">The results were telling:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>50% \u2013 Major Gifts<\/b><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>33% \u2013 Corporate Partnerships<\/b><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>17% \u2013 Individual Giving \/ Digital<\/b><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">While none of these outcomes will surprise most sector leaders, the proportions reveal important insights about how fundraising roles have evolved, where the skills shortages truly lie, and what organisations may need to rethink in their recruitment approach.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">I also reviewed the latest LinkedIn Talent Insights data for fundraising and philanthropy roles. Interestingly, the fastest-growing positions are:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Director of Development<\/b><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Foundation Manager<\/b><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Director of Fundraising \/ Fundraising Manager<\/b><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">This combination of poll results and market data paints a clear picture: demand is high across senior leadership and strategic fundraising roles, but the supply of skilled candidates is limited. Organisations face a double challenge, needing to hire quickly while also securing the right talent to deliver long-term impact.<\/span><\/p>\n<h2><span style=\"color: #c20030;\"><b>Major Gifts: high demand, limited supply<\/b><\/span><\/h2>\n<p><span style=\"font-weight: 400;\">That <\/span><b>Major Gifts roles topped the poll with 50%<\/b><span style=\"font-weight: 400;\"> reflects what many organisations are experiencing on the ground. Major Gifts fundraisers are consistently among the hardest roles to recruit and retain.<\/span><\/p>\n<h3><span style=\"color: #c20030;\"><b>Why Major Gifts roles are so difficult to fill<\/b><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">At its core, Major Gifts fundraising is highly relational. Success relies on a unique blend of skills that are difficult to teach quickly:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Advanced relationship management<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Emotional intelligence and influence<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Strategic thinking<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Financial acumen<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Deep understanding of donor motivations<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">These capabilities are typically built over years, not months. As a result, the candidate pool is inherently limited, particularly at senior or high-performing levels.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Adding to this challenge is the increased pressure placed on Major Gifts teams. Many organisations now expect:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Faster revenue results<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Larger portfolios<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Increased stewardship and reporting<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Greater collaboration with boards and executives<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">This intensification of expectations often isn\u2019t matched by additional resourcing, realistic targets, or remuneration that reflects the complexity of the role.<\/span><\/p>\n<h3><span style=\"color: #c20030;\"><b>A fundraising recruitment paradox<\/b><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">Interestingly, many organisations hiring for Major Gifts roles unintentionally narrow their candidate pool further by insisting on:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Prior experience within the same sub-sector<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Existing donor portfolios<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Immediate revenue delivery<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">While understandable, this approach can exclude candidates with strong transferable relationship skills from adjacent sectors such as corporate sales, professional services, or education advancement.<\/span><\/p>\n<h2><span style=\"color: #c20030;\"><b>Corporate Partnerships: A Role Caught Between Two Worlds<\/b><\/span><\/h2>\n<p><span style=\"font-weight: 400;\">With <\/span><b>33% of respondents identifying Corporate Partnerships as the hardest role to recruit<\/b><span style=\"font-weight: 400;\">, this result highlights a growing tension within the sector.<\/span><\/p>\n<h3><span style=\"color: #c20030;\"><b>Why Corporate Partnerships roles are so challenging<\/b><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">Corporate Partnerships fundraising sits at the intersection of:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Relationship-based fundraising<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Commercial negotiation<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Brand alignment and sponsorship<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Strategic account management<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Many organisations want candidates who can \u201cspeak corporate\u201d while remaining deeply values-aligned. In practice, this combination is rare.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Candidates with strong commercial and partnership experience often:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Command higher salaries than not-for-profits can offer<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Expect clearer performance frameworks<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Seek faster progression and broader strategic influence<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Meanwhile, candidates from traditional fundraising backgrounds may lack confidence or experience in negotiating complex corporate agreements.<\/span><\/p>\n<h3><span style=\"color: #c20030;\"><b>The expectations gap and role ambiguity<\/b><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">A common issue I see is role ambiguity. Corporate Partnerships positions are sometimes asked to deliver:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Revenue growth<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Brand exposure<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Long-term strategic alliances<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">CSR engagement<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Employee fundraising programs<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Without clear prioritisation, candidates may perceive the role as high-risk or poorly defined, leading them to opt out of the process.<\/span><\/p>\n<h2><span style=\"color: #c20030;\"><b>Individual Giving &amp; Digital: fewer votes, still a recruitment challenge<\/b><\/span><\/h2>\n<p><span style=\"font-weight: 400;\">While <\/span><b>Individual Giving \/ Digital received 17% of the vote<\/b><span style=\"font-weight: 400;\">, this lower percentage doesn\u2019t necessarily mean these roles are easy to recruit. Rather, it reflects a rapidly evolving skills landscape.<\/span><\/p>\n<h3><span style=\"color: #c20030;\"><b>What\u2019s changing in Individual Giving<\/b><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">Individual Giving roles now demand a blend of:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Data literacy<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Digital marketing capability<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Campaign optimisation<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Customer journey thinking<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Technical platform knowledge<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Fundraisers who can confidently manage both strategy and execution across digital channels are in high demand \u2014 not just in the for-purpose sector, but across commercial marketing roles as well.<\/span><\/p>\n<h3><span style=\"color: #c20030;\"><b>The AI and digital factor in fundraising roles<\/b><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">The rise of automation, CRM sophistication, and AI-enabled tools has further raised expectations. Many candidates are cautious about stepping into roles where systems, processes, or digital maturity are underdeveloped, as this can significantly impact their ability to succeed.<\/span><\/p>\n<h2><span style=\"color: #c20030;\"><b>Fastest-growing fundraising roles: where the market is heading<\/b><\/span><\/h2>\n<p><span style=\"font-weight: 400;\">The LinkedIn Talent Insights data also highlights that <\/span><b>Director-level and strategic fundraising roles are growing fastest<\/b><span style=\"font-weight: 400;\">, including:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Director of Development<\/b><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Foundation Manager<\/b><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Director of Fundraising \/ Fundraising Manager<\/b><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">This growth suggests that organisations are investing more in senior fundraising leadership, but it also signals that the competition for these candidates will intensify. These positions require people who can both <\/span><b>drive revenue<\/b><span style=\"font-weight: 400;\"> and <\/span><b>shape organisational strategy<\/b><span style=\"font-weight: 400;\">, which makes them highly sought-after and consequently hard to attract.<\/span><\/p>\n<h2><span style=\"color: #c20030;\"><b>What these results tell us about the fundraising sector<\/b><\/span><\/h2>\n<p><span style=\"font-weight: 400;\">Taken together, these poll results and LinkedIn data reveal three broader truths about fundraising recruitment today:<\/span><\/p>\n<ul>\n<li aria-level=\"1\"><b>Scarcity is real\u00a0 and structural<\/b><b><br \/>\n<\/b><span style=\"font-weight: 400;\">The hardest-to-fill roles are those requiring deep expertise, long relationship cycles, or hybrid skill sets. These are not easily solved by short-term hiring solutions.<\/span><\/li>\n<\/ul>\n<ul>\n<li aria-level=\"1\"><b>Expectations have outpaced role design<\/b><b><br \/>\n<\/b><span style=\"font-weight: 400;\">Across Major Gifts and Corporate Partnerships in particular, role scope has expanded faster than many organisations have adjusted targets, remuneration, or support structures.<\/span><\/li>\n<\/ul>\n<ul>\n<li aria-level=\"1\"><b>Transferable skills are still underutilised<\/b><b><br \/>\n<\/b><span style=\"font-weight: 400;\">Many organisations underestimate how skills from adjacent sectors can translate into fundraising success, particularly in relationship management, sales strategy, and data-driven decision-making.<\/span><\/li>\n<\/ul>\n<h2><span style=\"color: #c20030;\"><b>How organisations can recruit more effectively<\/b><\/span><\/h2>\n<p><span style=\"font-weight: 400;\">While talent shortages are unlikely to disappear overnight, there are practical steps organisations can take to improve outcomes.<\/span><\/p>\n<p><strong>1. Broaden the definition of \u201cfundraising experience\u201d<\/strong>. <span style=\"font-weight: 400;\">Rather than focusing solely on sector tenure, consider:<\/span><\/p>\n<ul>\n<li aria-level=\"1\"><span style=\"font-weight: 400;\">Relationship depth over donor type<\/span><\/li>\n<li aria-level=\"1\"><span style=\"font-weight: 400;\">Commercial negotiation experience<\/span><\/li>\n<li aria-level=\"1\"><span style=\"font-weight: 400;\">Stakeholder management complexity<\/span><\/li>\n<li aria-level=\"1\"><span style=\"font-weight: 400;\">Strategic thinking capability<\/span><\/li>\n<\/ul>\n<p>This approach can unlock a wider, more diverse talent pool.<\/p>\n<p><b>2. Get clear on what success really looks like<\/b><b><br \/>\n<\/b><span style=\"font-weight: 400;\">Strong candidates are increasingly selective. Clear role purpose, realistic KPIs, and transparent expectations are critical in attracting experienced professionals.<\/span><\/p>\n<p><b>3. Align remuneration with responsibility<\/b><b><br \/>\n<\/b><span style=\"font-weight: 400;\">While not-for-profits may not always match corporate salaries, misalignment between role complexity and pay remains one of the biggest barriers to securing senior fundraising talent.<\/span><\/p>\n<p><b>4. Treat recruitment as a retention strategy<\/b><b><br \/>\n<\/b><span style=\"font-weight: 400;\">Recruitment decisions made under pressure often lead to misalignment and early turnover. Investing time upfront to get the role design right can significantly reduce long-term cost and disruption.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">The results of this poll, combined with LinkedIn Talent Insights data, confirm what many in the sector already feel: fundraising recruitment is becoming more nuanced, competitive, and strategic.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Major Gifts and Corporate Partnerships roles are under sustained pressure, while Individual Giving and Digital roles continue to evolve at pace. Meanwhile, Director-level and strategic fundraising positions are expanding rapidly, signalling where future demand will grow.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Organisations that succeed in this environment will be those that move beyond traditional hiring assumptions and take a more flexible, market-informed approach to attracting fundraising talent. Recruitment is no longer just about filling vacancies; it\u2019s about enabling organisational impact.<\/span><\/p>\n<h3><span style=\"color: #c20030;\"><b>Need recruitment support?<\/b><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">If you\u2019re struggling to attract experienced Major Gifts, Corporate Partnerships or senior fundraising leaders, you\u2019re not alone. These roles require a more nuanced, market-informed approach than traditional recruitment methods can offer.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">I work closely with organisations across the for-purpose sector to recruit fundraising and philanthropy talent where the market is tight, and expectations are high. As the Managing Director at Johnson Recruitment, I help leaders rethink role design, identify transferable skills and access both active and passive candidates who can deliver immediate results and long-term impact.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">If you\u2019re navigating a complex or critical fundraising hire, I\u2019d welcome a conversation. Contact me, <\/span><a href=\"https:\/\/www.johnsonrecruitment.com.au\/team-member\/lisa-pratt\/\"><span style=\"font-weight: 400;\">Lisa Pratt<\/span><\/a><span style=\"font-weight: 400;\">, on <a href=\"tel:0493 632 441\">0493 632 441<\/a>, to discuss how Johnson Recruitment can support your hard-to-fill fundraising and philanthropy roles.<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"<p>What the data is telling us about talent shortages in fundraising and philanthropy Recruiting skilled fundraising professionals has never been straightforward, but over the past few years, it has become noticeably more complex. Across the for-purpose sector, leaders are competing for a limited pool of experienced talent while simultaneously asking more of their fundraising teams&hellip;<\/p>\n","protected":false},"author":13,"featured_media":9987,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_seopress_robots_primary_cat":"none","footnotes":""},"categories":[33,40],"tags":[],"class_list":["post-9984","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-article","category-market-update"],"acf":[],"_links":{"self":[{"href":"https:\/\/www.johnsonrecruitment.com.au\/af-api\/wp\/v2\/posts\/9984","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.johnsonrecruitment.com.au\/af-api\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.johnsonrecruitment.com.au\/af-api\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.johnsonrecruitment.com.au\/af-api\/wp\/v2\/users\/13"}],"replies":[{"embeddable":true,"href":"https:\/\/www.johnsonrecruitment.com.au\/af-api\/wp\/v2\/comments?post=9984"}],"version-history":[{"count":2,"href":"https:\/\/www.johnsonrecruitment.com.au\/af-api\/wp\/v2\/posts\/9984\/revisions"}],"predecessor-version":[{"id":9993,"href":"https:\/\/www.johnsonrecruitment.com.au\/af-api\/wp\/v2\/posts\/9984\/revisions\/9993"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.johnsonrecruitment.com.au\/af-api\/wp\/v2\/media\/9987"}],"wp:attachment":[{"href":"https:\/\/www.johnsonrecruitment.com.au\/af-api\/wp\/v2\/media?parent=9984"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.johnsonrecruitment.com.au\/af-api\/wp\/v2\/categories?post=9984"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.johnsonrecruitment.com.au\/af-api\/wp\/v2\/tags?post=9984"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}