29th November 2011
We are increasingly asked about the state of the jobs market by senior people in the charity sector. Our response to date has been subjective. Now we can provide a clearer picture to employers and future candidates as to the type and volume of vacanies in our sector. We record vacancy information from Guardian, Guardian Jobs and Third Sector sources to track senior recruitment trends. By capturing a range of data on salaries, advertising trends and how senior recruitment is being managed we can provide a unique insight into senior level charity recruitment. We will share new intelligence as it evolves and publish meaningful analysis of the charity recruitment market as the data develops. Over the past three months there have been 216 vacancies published at salaries of £50k and over; 22% were handled by recruitment agencies (see charts below). Watch this space for up-to-date charity recruitment information and look out for our report on advertising and its effectiveness in generating relevant candidates, which will be published in 2012.
24th October 2011
As Trustee week 2011 approaches we have written some tips for you if you would like to consider involving young people as Trustees in the work of your charity. Why do it? -They have the right to have their say on decisions that affect them and it gives Board decisions more legitimacy -Builds respect and engagement with other young people who may be associated with the charity as users -It is good governance to have a diverse Board and improves decision making -It changes the Board dynamic for the better -Brings fresh ideas and creativity unburdened by past events / entrenched attitudes -Their perspectives and views improve services – and can make you more successful -They want to play a role in running organisations -It supports their personal development and builds confidence -A huge benefit to wider society -Fewer than 1% of the 900k Trustees in the Third Sector are under 24!!! Recruiting young people requires a different approach, so think about: -Being accessible to receive questions and develop their interest on their terms -Use plain language to advertise or promote the role -Explain what is involved such as how many meetings, when and where -Offering taster opportunities […]
1st September 2011
22nd August 2011
This is the first in a series of blogs written by Nikki Kynoch, Head of Service at Central Bedfordshire Council. To read the article, click on the link below: http://www.guardian.co.uk/public-leaders-network/2011/aug/05/leadership-development-process-approach
22nd August 2011
An important local authority client approached us to source an interim manager to assist their assistant director within adult social care. The project was specifically targeted in order to create extra capacity within the directorate. The assignment will be ongoing until the financial year end next year.
21st August 2011
19 August 2011 Both Michael and Sarah are contributors to the Peridot Partners Entrepreneurial Development series running this autumn; join them and other established social leaders from The London Early Years Foundation, Motivation UK and The Big issue to discuss ‘What a Successful Social Enterprise looks like’ and other critical leadership elements needed by social entrepreneurs on 15th September. Many leaders find themselves in the position of CEO because they are great visionaries. However, once a business is off the ground a whole new set of skills are required. Tanya Stevens asks how a visionary can become a great leader. By Tanya Stevens, Development and Delivery Consultant at Peridot Partners, who are running a leadership development programme starting in September 2011 ‘Maverick, narcissistic, unreliable and too easily distracted.’ These were the words used by one leading social business commentator to describe the characteristics shown by many CEOs of social enterprises. Who Liam Black, the co-founder of Wavelength and former CEO of Jamie Oliver’s Fifteen Foundation, was referring to we, probably thankfully, will never know. But his apt observation that many CEOs are ‘terrible leaders’ is not something confined to social enterprises. Many leaders find themselves in the position of CEO because they are great […]
8th August 2011
Julia Roberts has joined Peridot Partners as the Director of the Fundraising Practice. Julia brings 20 years experience in fundraising, both as a practitioner and a recruiter, and joins from a specialist fundraising recruitment business where she led the recruitment of a variety of senior development and communication roles in organisations as varied as Cass Business School, the Refugee Council and the Institute of Cancer Research. As a fundraiser, Julia specialised in Major Gifts and held Director level roles at St Martin-in-the-Fields, Cranfield School of Management and King’s College, London. Julia generated over £30m income for her organisations during her fundraising career. At Peridot Partners, Julia will be developing a highly differentiated fundraising recruitment practice that deploys Peridot Partners leading edge search techniques. Part of her remit is also to develop new leadership development programmes, in particular for aspiring directors of fundraising, as well as helping people from other sectors to transition their skills effectively to fundraising in the not-for-profit sector. To contact Julia please email firstname.lastname@example.org
22nd July 2011
The recent Charity Insight Essay by Sudhir Singh (Chairman of the Charities and Education Group at Baker Tilly) summarises that a shaky economy makes charity governance harder than ever. While there is evidence from the Third Sector Leadership Survey that good governance practices are improving, and leadership of the sectors organisations gets steadily better, the challenges now are about organisations proving their fitness for purpose and being able to adapt to the tougher funding climate. The Board plays a key role in ensuring a clear strategic direction but achieving Board diversity is a perpetual challenge, and over a third of charities responding to their Third Sector Leadership Survey felt that their Boards did not have the right mix of skills and experience. The main skills that were felt to be lacking were in fundraising, commercial and marketing areas as well as financial expertise. The survey also picked up that a recurring problem for many a charitable organisation is recruiting new Trustees. The survey sites “a limited pool of potential candidates”. As an executive recruiter, and Trustee who leads on the recruitment brief for other Trustees, I disagree. I make a point of asking senior executive candidates if they are interested in Trusteeships. Many […]