Harvard Case - Center for Women & Enterprise: Looking for a Director of Development with "The Scrappiness Factor"
"Center for Women & Enterprise: Looking for a Director of Development with "The Scrappiness Factor"" Harvard business case study is written by Thomas J. Kosnik, Natalie Zakarian. It deals with the challenges in the field of Marketing. The case study is 18 page(s) long and it was first published on : May 23, 1997
At Fern Fort University, we recommend a multi-pronged approach to finding a Director of Development for the Center for Women & Enterprise (CWE), focusing on a combination of traditional recruitment methods and innovative strategies to attract candidates with the 'scrappiness factor' and the necessary experience.
2. Background
The case study focuses on the CWE, a non-profit organization dedicated to supporting women entrepreneurs. The organization faces a critical need for a new Director of Development to lead fundraising efforts and secure the financial resources necessary to expand its programs and reach. The ideal candidate would possess a blend of entrepreneurial spirit, fundraising expertise, and a deep understanding of the challenges and opportunities facing women entrepreneurs.
The main protagonists are:
- Susan Duffy: The Executive Director of CWE, responsible for overall strategic direction and leadership.
- Board of Directors: Responsible for governance and providing oversight.
- CWE Staff: Dedicated to supporting women entrepreneurs through various programs and services.
3. Analysis of the Case Study
This case study presents a classic challenge faced by many non-profit organizations: balancing the need for experienced, qualified leadership with the desire for a candidate who embodies the organization's values and mission.
Strategic Framework:
We will use a combination of frameworks to analyze the case:
- SWOT Analysis: To understand the CWE's internal strengths and weaknesses, and external opportunities and threats.
- PESTEL Analysis: To evaluate the political, economic, social, technological, environmental, and legal factors impacting the non-profit sector and women entrepreneurship.
- Marketing Mix (4Ps): To identify the key elements of CWE's marketing strategy for attracting the ideal candidate.
SWOT Analysis:
Strengths:
- Strong mission and reputation: CWE has a well-established reputation for supporting women entrepreneurs.
- Dedicated staff: CWE has a passionate and committed team.
- Strong community connections: CWE has a network of supporters and partners.
Weaknesses:
- Limited financial resources: CWE faces funding constraints, impacting program growth.
- Lack of a dedicated development team: The organization relies heavily on volunteer efforts for fundraising.
- Outdated marketing and communication strategies: CWE needs to modernize its approach to attract new donors and partners.
Opportunities:
- Growing demand for entrepreneurship support: The number of women entrepreneurs is increasing.
- Increased focus on diversity and inclusion: Organizations are increasingly prioritizing support for women-owned businesses.
- Emerging technologies: Digital marketing and social media offer new avenues for fundraising and outreach.
Threats:
- Competition from other non-profits: CWE faces competition for funding and resources.
- Economic uncertainty: Economic downturns can impact donor giving.
- Changing donor preferences: Donors are increasingly seeking impact-driven organizations.
PESTEL Analysis:
- Political: Government policies and regulations affecting non-profits and entrepreneurship.
- Economic: Economic growth, interest rates, and unemployment rates impacting donor giving.
- Social: Changing demographics, social values, and increasing awareness of gender equality.
- Technological: Advancements in technology, digital marketing, and social media platforms.
- Environmental: Sustainability concerns and the impact of climate change on businesses.
- Legal: Laws and regulations governing non-profit organizations and fundraising activities.
Marketing Mix (4Ps):
- Product: The position of Director of Development, emphasizing the opportunity to lead a mission-driven organization.
- Price: Competitive salary and benefits package, aligned with the non-profit sector.
- Place: Utilizing online job boards, professional networking platforms, and targeted advertising.
- Promotion: Developing a compelling brand story, highlighting CWE's impact and the opportunity for the candidate to make a difference.
4. Recommendations
Develop a comprehensive recruitment strategy: This should include a mix of traditional and innovative approaches:
- Traditional methods: Utilize job boards, professional networking platforms, and partnerships with universities and professional organizations.
- Innovative strategies:
- Social media marketing: Use LinkedIn, Twitter, and Facebook to reach a wider pool of potential candidates.
- Content marketing: Create engaging blog posts, articles, and videos showcasing CWE's work and the impact of the Director of Development role.
- Networking events: Host or participate in events specifically targeting individuals with fundraising experience and a passion for women's entrepreneurship.
- Employee referral program: Encourage current staff to recommend qualified candidates.
Emphasize the 'scrappiness factor' in the job description and recruitment materials: Highlight the need for a candidate who is resourceful, adaptable, and comfortable working in a fast-paced environment with limited resources.
Create a strong brand story: Showcase CWE's mission, impact, and the opportunity for the candidate to make a difference. This should be communicated through all recruitment channels, from the job description to the interview process.
Develop a robust onboarding process: Ensure the new Director of Development is well-equipped to succeed by providing comprehensive training, mentorship, and support.
Implement a data-driven approach to fundraising: Utilize technology and analytics to track progress, measure results, and optimize fundraising strategies.
5. Basis of Recommendations
These recommendations consider:
- Core competencies and consistency with mission: The recommendations emphasize attracting candidates who align with CWE's mission and values, prioritizing 'scrappiness' and a passion for supporting women entrepreneurs.
- External customers and internal clients: The recommendations focus on attracting candidates who can effectively engage with donors, partners, and internal stakeholders.
- Competitors: The recommendations acknowledge the competitive landscape and emphasize the need for a strong brand story and innovative recruitment strategies.
- Attractiveness: The recommendations aim to attract top talent by offering a competitive compensation package, a compelling mission, and a supportive work environment.
Assumptions:
- The CWE has the resources to implement the recommended strategies.
- The organization is committed to attracting a diverse pool of candidates.
- The new Director of Development will be able to quickly learn the organization's operations and build relationships with key stakeholders.
6. Conclusion
By implementing these recommendations, CWE can attract a pool of qualified candidates with the 'scrappiness factor' and the necessary experience to lead the organization's fundraising efforts. This will enable CWE to secure the financial resources needed to expand its programs and support more women entrepreneurs.
7. Discussion
Alternative Options:
- Hiring a recruitment firm: This could be a viable option if CWE lacks the internal capacity to manage the recruitment process. However, it could be costly and may not guarantee the desired outcome.
- Focusing solely on traditional recruitment methods: This would be less effective in attracting candidates with the 'scrappiness factor' and could limit the pool of potential candidates.
Risks:
- Not attracting enough qualified candidates: This could lead to a lengthy recruitment process and a less-than-ideal candidate selection.
- The new Director of Development may not be a good fit for the organization: This could lead to high turnover and disrupt fundraising efforts.
Key Assumptions:
- The CWE is committed to attracting a diverse pool of candidates.
- The organization has the financial resources to implement the recommended strategies.
- The new Director of Development will be able to quickly learn the organization's operations and build relationships with key stakeholders.
8. Next Steps
- Develop a detailed recruitment plan: This should include a timeline, budget, and specific actions to be taken.
- Identify and engage with potential candidates: Utilize the recommended recruitment strategies to reach a diverse pool of qualified individuals.
- Conduct interviews and make a selection: Implement a structured interview process to assess candidates' qualifications, experience, and fit with the organization's culture.
- Onboard the new Director of Development: Provide comprehensive training, mentorship, and support to ensure a smooth transition.
- Monitor and evaluate the recruitment process: Track the effectiveness of the implemented strategies and make adjustments as needed.
By taking these steps, CWE can successfully find a Director of Development who will lead the organization to new heights of success in supporting women entrepreneurs.
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Case Description
Andrea Silbert is founder of the Center for Women & Enterprise, a nonprofit with a mission to empower women to become economically self-sufficient and prosperous through entrepreneurship. She must select a new senior sales executive, decide how to share responsibilities, and decide how to pick the best prospective funding sources.
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