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Five Questions Corporate Foundations and Corporate Impact Departments Need to Answer When Recruiting Top Talent

Julio Suárez, Managing Director

According to the Giving USA 2024: The Annual Report on Philanthropy for the Year 2023, giving by corporations to U.S. charities rose to $36.55 billion in 2023. This accounts for just seven per cent of total giving in the U.S., but it is a growing piece of the pie.

You may be surprised to learn that the teams responsible for running corporate foundation and impact programs are relatively small and, depending on the company, they may also be running multiple other functions, including employee volunteering, sustainability programs, cause marketing campaigns, and DEI programs.

With so many responsibilities and resources at stake, it is critical that companies be highly strategic when recruiting leaders to run these important and highly visible functions. Here are five questions the executive search experts at DRiWaterstone ask when working with corporate foundation and impact clients to assess high-performance leadership candidates:

  1. How well do they connect with the organization’s mission and values?
    Ensuring leadership candidates understand and can articulate the company’s mission is critical. Even more important is how well they align with, and can live up to, the organization’s values. Afterall, as a leader within the company, they will need to model and reinforce these values within their teams and within the broader organization. This supports engagement, ownership, and performance across the board. It’s also a good indicator of how they’ll represent the organization when interacting with stakeholders, partners, and the broader public.
  2. Are they a strong communicator?
    Being able to connect with a variety of diverse stakeholders – from team members to C-suite leaders and board members, to nonprofit partners and community members – is key for corporate foundation and impact leaders. But good communication is about more than a press release or amplification plan. Do they believe in transparent, two-way communication? Do they lead with empathy and authenticity? Are they adept at translating business priorities into goals that resonate with their team’s purpose (and vice versa)?
  3. Are they a subject matter expert?
    Unless you’re looking for a more administrative leader, finding someone who has a level of expertise in the social, environmental, or other impact area is vital. Afterall, corporate foundation and impact leaders are tasked with moving the needle on a variety of social and environmental issues. Finding a candidate with knowledge and relationships in these areas of work will allow them to hit the ground running – and build credibility among both employees and community stakeholders. 
  4. Can they balance strategic thinking with hands-on leadership?
    Corporate impact leaders need to be focused on the social and environmental priorities, while also being able to tie them back to the larger company and the overall corporate strategy. They need to be pragmatic enough to identify and run programs that deliver on the impact front, while also helping to achieve the business objectives. It’s a tricky balance, that requires a leader who’s just as skilled during business meetings, as they are when interacting with community leaders and advocacy groups!
  5. What’s their understanding of the nonprofit sector?
    While a background in the nonprofit space isn’t a must, an understanding of the sector and how it operates (or at least a willingness to learn) is hugely beneficial. Recruiters and hiring managers should look for candidates who consider nonprofits and advocacy groups as long-term partners. Someone who understands the nonprofit sector, how these organizations work, and who has a track record of partnering with nonprofit and advocacy group leaders to run programs that are mutually beneficial, should be able to translate that knowledge into effective campaigns and programs on behalf of the foundation and/or the larger organization.


At DRiWaterstone Human Capital, our team are experts in supporting corporate impact teams and foundations with their recruitment needs.  We have hands-on experience running corporate impact programs and foundations, plus more than 20 years in the search business. Schedule a call with our team today and find out how we can help.

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As an executive search firm specializing in the nonprofit and social impact sectors, we have the opportunity to pair our clients with a diverse roster of purpose and mission-driven candidates who want to make an impact on a local, state, national, and global scale.

Earlier this year, DRiWaterstone Human Capital successfully placed Jonathan Board as the inaugural Executive Director at the West Virginia First Foundation. We recently caught up with Jonathan to talk about the Foundation, his role there, and his experience working with our executive search team.

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DRiWaterstone Human Capital (DRiW): Tell us a little bit about the West Virginia First Foundation.

Jonathan Board (JB): The West Virginia First Foundation was created very uniquely to deal with the public health crisis here in the state of West Virginia, with opioid abuse, misuse, and substance abuse disorders.  There's been over a decade of litigation, and we were formed as sort of repository for monies that are coming in. The legislature, along with the Attorney General and the Governor's office decided to create a single source to handle those disbursements and to really get involved meaningfully.

It's a unique creation - you have a publicly created, private foundation that held public elections for its members to disperse tools out into the field for use by boots-on-the-ground experts.

https://youtu.be/NWAifjfv9Yg

And we're building this out of the ether. We're building this using all the traditional notions of a start-up - from infrastructure to building HR to doing all the things that aren't as newsworthy as policies and procedures and insurances.

But we have a very unique purpose and goal and that's to heal a state. We understand that we don't exist, and we don't have a dollar, but for the fact that people suffered and died. So, there's a lot of gravity even as we go through some of these traditional, necessary steps.

DRiW: Have there been any highlights or learnings from your time with the Foundation so far?

JB: There's something special about having such a local connection. This Board is uniquely local, and working with folks with such intimate knowledge of their own communities and the needs there, and of how diverse those needs are as we focus on healing, it's a wonderful thing. It's good to have that kind of wisdom that you can lean on.

[We’re] working to heal a certain community as quickly as we can, but with the understanding that we have to get upstream - we have to think generationally. This is something that's different in this space, because we know we're at the waterfall’s edge and we want to work with folks and get them back into their communities and back with their families, but we also have to think ahead 20, 30, 40 years from now, understanding that the actions we take now will affect that.

DRiW: Talk a little bit about your experience working with DRiWaterstone and what stood out to you during the hiring process.

JB: Obviously I had some familiarity with the Foundation, not just in its creation, but in its existence.  I'd been with them for a few months on the Board when [DRiWaterstone] came alongside.

Again, this foundation was created through legislation to exist privately. But in that legislation, the Attorney General of the state of West Virginia was empowered and required to appoint an Executive Director. When DRiWaterstone came alongside, they got that my negotiations were with the Attorney General, but my bosses would be a Board - some of whom were elected and some of whom weren't.

https://youtu.be/DimLsCqK0vk

I'm sure there were a lot of discussions that I wasn't familiar with as the team at DRiWaterstone came together and said, ‘All right, here's how we're going to compartmentalize this. Here's how we're going to articulate this.’

They did a wonderful job. I was always extremely prepared, and it was not only refreshing, but it was also like having a team alongside me in the process.

DRiW: Was there anything unique about DRiWaterstone’s approach that you hadn't seen in your past experience working with search firms?

JB: I think what was unique here was that team feel - it wasn't just a cold, corporate touch point from time to time. There was actual engagement, meaningful engagement, between DRiWaterstone and myself on the regular. As a candidate, I had folks reaching out to me independently and saying, ‘Hey, just want to make sure everything's going well. Are you prepared for this? Is there anything that we can do?’ I felt that was something that set DRiWaterstone above those that I've worked with in the past. So, I was very, very pleased.

DRiW: What advice would you have for a candidate who is looking at working with an executive search firm for the first time?

JB: I will say this: find an executive search firm that treats you truly as a client. One that cares about your success - not just checking the box but working on your behalf through the process. That was something that I found very refreshing in this process and something I would imagine would go a long way.

Look for that direct point of contact, where you don't have 15 different people reaching out all the time. I had (generally speaking) one contact and he was excellent in communicating information. I think we all have fond memories of our favorite restaurant, or wherever we go for service, and there's always that interaction point, that touch point with wait staff…and there's that fine balance between checking in on your customer, making sure they have what they need, but also pulling back and giving them space. I think what [DRiWaterstone] did is find that sweet spot and it was just helpful enough and encouraged me to succeed.

DRiW: What's next for the West Virginia First Foundation?

JB: Because we're created by law, publicly in legislation, we have certain milestones that we have to reach. We have certain investment goals that we have to reach. We have unique panels, setting up layers of connection to the private communities that we're supporting. We've been moving very quickly because those things had to be in place before we could start meaningfully dispersing monies back out into those communities.

The next step is developing and refining an engagement model so that we can make sure that the right tools are making it to the right folks, and then understanding how they report that and what success looks like. We’re going through that process now, but we are about ready to open the floodgates, and we're really excited about that.



At DRiWaterstonewe have the pleasure to work with some of the best purpose and mission-driven clients and candidates in the nonprofit and social impact space. To learn more about how we can help you build your high-performance teams and drive growth, email us – we’d love to talk! 

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