Keeping top fundraisers: Factors that influence the retention of high-performing gift officers

Abstract

Private giving to institutions of higher education is quickly becoming the sustainable solution for many colleges and universities facing decreasing support from the traditional revenue streams. Gift officers are largely responsible for acquiring this necessary philanthropy, yet these professionals are averaging less than two years in their positions, making it difficult for institutions to reap the long-term benefits from donor cultivation. This study investigates the factors that embed an individual and decrease his or her likeliness to job search or leave for another role. Through the application of the job embeddedness framework, high-performing gift officers qualitatively share their personal stories providing leaders of fundraising departments or organisations practical ways to retain their most valuable fundraisers. Specific findings include employees’ alignment with the mission of higher education, valuable relationships with donors, and ties to their community as factors that keep high performing fundraisers at their current institution. The opportunity cost is substantial each time a gift officer leaves their position and this research may provide possible solutions to slow the rate of turnover and increase fundraising productivity.