Succession planning is most effective when it starts before a transition is on the horizon. This article outlines four practical foundations that strengthen continuity and reduce risk, from leadership commitment and clear documentation to performance management and professional development. Download the full article for more detail, or reach out to learn about our executive search practice and succession readiness support.
The nonprofit labour market is shifting, and organizations are entering 2026 with new challenges in hiring, compensation, and employee retention. Our new whitepaper, The 2026 Nonprofit Workforce Outlook: What Employers and Employees Need to Know, highlights essential...
Anyone in association leadership knows that reliable, capable, and engaged staff can distinguish between success and failure. Attracting and retaining top talent has become a critical focus—and a significant challenge—for many associations as they navigate the...
Succession planning is not about replacing an existing employee. The purpose is to prepare the organization and develop its “bench strength” for future organizational requirements. This article shares five elements to managing a succession process in associations and not-for-profit organizations.
Watch Sandy and Bob as the navigate through the often choppy waters towards #organizational #success.
See us at the CSAE Conference this week in Calgary! The Portage Group Senior Associate, Alan Ward, has been asked to be a presenter at the upcoming Canadian Society of Association Executives Conference #CSAE2015 in Calgary on October 28th . Alan will be presenting on...
Ten critical things your association or nonprofit should be doing to recruit, retain and engage your volunteers. By Jack Shand, CAE, CMC.
Applicants for a job will recognize that common interview question: “Why did you leave your last employer?”
In my consulting work I have discovered a number of valid reasons why one should consider moving on from a job. Years ago I did research on why good employees get fired and heard from executives on reasons why they should have left a job sooner. I’ve continued to talk with individuals who have exited a role because it was no longer the right job for them.
Here is a suggested list of factors that may point to the need to get on with that next chapter in your professional career.
Outstanding leaders in the not-for-profit sector have common characteristics. Certainly they must be aligned with their employer’s mission and be a compelling advocate who engages others in that mandate. They must be effective communicators. Leaders engender confidence. What else are not-for-profit boards seeking in staff leaders?
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