How to Keep Good Fundraisers: Reimagining the Non-Profit Workplace

My guess is that either you—or someone you know—are thinking about leaving their organization for another position. Maybe they’ve already left. It’s happening across the sector, and it’s not slowing down.

That’s why I want to focus on something urgent and often overlooked: how to keep good people.

We talk a lot about fundraising strategy, donor engagement, and hitting goals—but none of that works without the right people in place. And right now, far too many organizations are losing their best fundraisers. The data is clear, the resources are plentiful, and yet the exodus continues.

A few years ago, Tinypulse put out some eye-opening stats:

• 40% of employees who don’t rate their supervisor highly have interviewed for a new job in the last 3 months. Just 10% of those with strong supervisors have done the same.

• Employees who don’t receive recognition are twice as likely to be job hunting.

• 23% are more likely to stay when managers clearly define their roles and responsibilities.

• Organizations that support remote work see a 25% reduction in turnover.

• Replacing an employee costs, on average, 33% of their annual compensation.

Now, think about this in the context of fundraisers. When someone managing donor relationships walks out the door, you’re not just replacing a role—you’re losing trust, continuity, and revenue. It takes about two years for a major gift officer or mid-level fundraiser to build a fully productive portfolio. That’s two years of cultivating relationships, establishing credibility, and building momentum.

If you’re in a leadership or management position, that means the first two years of a fundraiser’s tenure are critical. You have an opportunity to create the kind of environment that encourages people to stay—and thrive.

Practical Strategies for Retention

Here are some proven, research-backed practices from the SHRM Foundation that every non-profit should be thinking about:

• Recruitment: Be honest and transparent in the hiring process. Realistic job previews lead to better alignment and lower turnover.

• Onboarding: Intentional onboarding and socialization help new employees feel connected. Use mentorship, team-building, and clear role definition to embed them in the culture.

• Training & Development: If people can’t grow, they’ll go. Offering meaningful development opportunities shows your commitment to their future.

• Compensation & Rewards: Pay matters, but it’s not everything. Tie rewards to tenure, personalize incentives, and recognize contributions regularly.

• Manager Quality: Fair, respectful treatment from a supervisor is the most powerful predictor of whether someone stays. That means investing in your leadership and communication skills.

• Engagement: Highly engaged employees—those who feel valued, believe in their work, and take pride in the organization—are five times less likely to leave.

And when it comes to retaining great fundraisers, here are a few key practices we emphasize in our book, It’s Not JUST About the Donor:

• Don’t pressure fundraisers to “just get the money.”

• Provide strong administrative and operational support.

• Join them on donor visits to stay connected and show support.

• Keep them focused on donors—not pulled into unrelated tasks.

• Pay them fairly and reward results.

• Acknowledge good work both publicly and privately.

• Give them freedom to work outside rigid systems.

• Protect them from internal dysfunction.

• Always have their backs.

Your People Are Part of the Mission

Yes, your organization is here to solve a problem in the world. But if you’re not creating a culture where your own people can thrive, then something’s out of alignment.

You can’t build a world-changing mission on a foundation of burnout and turnover. You need people who feel seen, supported, and fulfilled in their work. That’s not a “nice to have”—that’s essential.

So ask yourself: What would your organization look like if you prioritized your people? What could you achieve if your fundraisers were fully engaged, energized, and excited to stay?

Let’s start building that kind of workplace together.