Hiring in Nonprofit

• Leadership

  Executive and operational leadership of the organisation.

  Executive directors · Deputy directors / COOs · Country and regional directors

• Programmes

  Design and delivery of mission programmes.

  Programme directors · Programme managers · Field/programme officers · Monitoring and evaluation specialists

• Development and fundraising

  Revenue generation across funding models.

  Development directors · Major gifts officers · Grant writers and grants managers · Corporate partnerships leads

• Communications and community

  Storytelling, advocacy and community engagement.

  Communications directors · Content and campaigns leads · Community organisers · Advocacy managers

• Operations and finance

  Back-office functions that keep the mission funded and compliant.

  Finance and operations managers · HR and people leads · Volunteer and partnerships managers

• Mission and programme fit

  Nonprofit CVs need to show real programme contribution, not just cause alignment. Our rubric extracts the programmes owned, outcomes measured and communities served.

• Funding and development context

  Foundation, individual giving, government grants and earned revenue each require different signals. Funding context is captured so shortlists reflect it.

• Lean-team operating reality

  Nonprofit roles usually carry multiple hats. Rubrics reflect the actual scope of ownership rather than idealised job descriptions.

• Budget-constrained hiring cycles

  Grant-funded and board-approved headcount often opens on a tight runway. A rubric ready at intake means the shortlist doesn't wait on process.

Every candidate is scored against the role's rubric, and every score points back to a specific line in the CV. For nonprofit, these are the signals that carry weight:

• Programme and outcome evidence from the CV
• Funding and development context captured
• Rubric per role and level

1. A ranked set of candidates, each with a score and the evidence behind it.
2. Eligibility checks resolved before the candidate reaches you — right to work, credentials, location model.
3. Salary expectation against your band, stated plainly, before you invest interview time.
4. One decision per candidate: advance, hold or decline, reversible for a short window.

Candidates stay invisible to you until we've reviewed them for your specific role, and contact details are released as a separate step.