Hiring, HR, and People Management for Charities

Many charities are fantastic at their mission but terrible at managing people. A burned-out team leaves, new hires are confused, and key knowledge walks out the door.

This guide walks through how to hire, support, and retain good people at every stage of growth.

Before you hire: is it the right time?

Hiring is not cheap. A salary of £25k/year plus tax, National Insurance, pension, and overheads can easily be £35k/year. Make sure you can afford it.

Check these first

• Do you have 12-18 months of their salary in reserves? (If not, you risk being unable to pay them if income dips.)
• Is this a permanent role or should it be short-term contract? (Do not hire permanent if you are unsure.)
• Have you documented what they will actually do? (Write a job description before you post it.)
• Can a founder manage them? (Early hires need close mentorship.)

Writing a good job description

A good job description attracts the right people and sets clear expectations. A bad one wastes everyone's time.

What to include

• Title and salary (transparency attracts better candidates).
• Purpose of the role: why does this job exist? What problem does it solve?
• Key responsibilities: 5-8 bullet points of what they will actually do.
• Requirements: essential skills and experience.
• Nice-to-haves: things that would help but are not required.
• How to apply: who do they contact? What should they send?

What NOT to include

• Vague requirements like "passionate about helping people" (everyone is).
• Unrealistic must-haves (10 years of experience for a junior role).
• Cultural fit language like "must be a cultural fit" (code for bias); instead, describe the actual role and environment.

Recruitment: attracting good people

Posting a job and waiting for applications is passive. Active recruitment works better:

1. Post on specialist charity job boards (Third Force Jobs, Charity Job, Indeed).
2. Ask your network: "We are hiring. Know anyone?". Many charities fill roles through referrals.
3. Contact local universities or volunteer centres if it is an entry-level role.
4. Be specific about salary and hours (transparency filters out people who cannot afford the role).

Interviewing and selecting

A good interview identifies: can they do the job, will they do it well, and will they fit the team?

Interview structure

• Phone screen (15 min): confirm they are interested and available.
• First interview (60 min): role fit, motivation, questions about the charity.
• Task (small work sample): e.g. "here is an example of what you will do; show us how you would approach it".
• Second interview or panel (60 min): deeper questions; meet the team.
• Reference check: before making an offer.

Scoring candidates fairly

• Use a scorecard: rate each candidate on 3-5 criteria (e.g. technical skill, communication, mission alignment).
• Use the same questions for all candidates (this reduces unconscious bias).
• Score independently, then compare.
• Do not hire on "gut feeling"; use the scores.

Making an offer and negotiating

Once you have chosen, move fast. Your top candidate might get another offer.

The offer should include

• Job title and reporting line.
• Salary and when it is paid (usually monthly).
• Hours (full-time, part-time, flexible).
• Holiday entitlement (typically 20 days + bank holidays).
• Pension (auto-enrolment is mandatory after 3 months).
• Benefits (if any).
• Start date.

On salary negotiation

Budget 10% above your posted range for exceptional candidates. If someone asks for more, ask why. If it is within budget and they have the skills, say yes. A good hire is worth the premium.

Onboarding: setting new hires up for success

First week is crucial. Poor onboarding leads to high early turnover.

First week checklist

• Meet the team.
• Tour the office and systems.
• Give them access: email, laptop, phone, passwords, shared drives.
• Assign a buddy: someone from the team to answer questions for the first month.
• First-week meeting schedule: 1-1 with manager each day (30 min) to check in.

First month goals

• Understand the strategy and mission: why does the charity exist?
• Understand the team: who does what?
• Complete initial training: your systems, policies, products.
• Deliver one small project: something visible that builds confidence.

Managing and supporting people

Most charities do not invest in manager training. This causes problems: unclear expectations, conflict, resignations.

Good managers do this monthly

• 1-1 meeting (30-60 min): How are you? What are you working on? Any blockers?
• Feedback: specific, timely, balanced (praise and feedback).
• Development: what skills do they want to build? How can we help?
• Documentation: record in an HR file (for performance management later if needed).

Good managers do this annually

• Performance review: how did they do against job description? Goals?
• Goal-setting: what will success look like next year?
• Career conversation: where do they want to go?
• Salary review: is it fair given their performance and market rates?

Building a basic HR function

You do not need a complex HR system, but you need documented basics:

• Employee handbook: policies on flexible working, holidays, conduct, grievance, disciplinary.
• Contracts: written, clear, signed.
• File per employee: contract, offer letter, performance reviews, notes from 1-1s.
• Absence tracking: who is off sick, when, for how long.
• Disciplinary procedure: if someone is underperforming or breaking rules, a fair process to manage it.

Scaling: moving from founder-managed to manager-led

As teams grow, founders often struggle to let go. This stalls progress.

Signs you need to scale management

• Founder is in every 1-1 and feels like things slow down without them.
• No one else makes decisions; everything waits for the founder.
• Staff are leaving because they do not see career path.
• Team size exceeds what one person can manage (usually 8-10 direct reports).

To scale

1. Hire or promote a manager.
2. Transfer 4-5 people reporting to the founder to report to the new manager.
3. Give the new manager autonomy: they own their team's goals and hiring.
4. Step back: founder does strategy and governance, not day-to-day management.

Good people stay for mission, but they leave for bad managers. Invest in management.

The closing principle

Hiring and managing well is not magic, but it requires discipline. Document expectations, give regular feedback, invest in development, and pay fairly. Do this and you build a team that delivers for your mission.

This guide is part of our Charity People and HR hub, where you can explore every practical guide in this area.