But as I delved into how those trends had influenced the college, I realized I had bitten off more than I could chew.

Diverse, inclusive teams are more productive, more innovative, and more likely to retain and recruit talent. Advancement leaders who want to move the needle on inclusion at their organizations can turn to CASE’s Advancement Inclusion Index. The Index—a first-of-its-kind assessment tool—was just recognized with a Power of Associations Award from ASAE. Learn more.

High turnover? You may be moving too hastily through the hiring process. Here's the case for hiring slow, especially at the vice president level. An advancement VP's departure offers a chance to completely rethink the position's focus and qualifications. The institution should consider where it wants to be in three to five years—and what skill set the VP must have to accomplish the goals needed to get there. Taking the time to find the right person for the organization will fuel the process of building a diverse workforce and foster consistency in staff supporting the new hire.

Major gift officers in university advancement voluntarily leave their positions for similar roles at other institutions at an alarmingly high rate—once every 18 months, on average. But workplace compassion can help retain fundraisers, according to research. Here’s how advancement leaders can create positive change to increase team members’ satisfaction and retain talented gift officers. 

22 UK higher education institutions studied alternative approaches to improving student retention and success between 2008 and 2011.

Public regional universities are becoming a popular choice for college students because they are accessible both geographically and financially. They are located across all 50 states, and while we may not hear much about these institutions in the national media, they are more than meeting the mission of higher education with cutting-edge pathways for diverse student populations. Find out how four of them are doing it.

Healthy accountability is at the core of successful advancement enterprises, but establishing and nurturing a culture of positive accountability can be difficult. Leaders have to be willing to have difficult conversations and find a way to promote performance metrics that empowers employees, avoids micromanagement and leverages an institution’s strategic goals and mission. Team members need to feel like they can rely on their peers and have difficult, even vulnerable, conversations. And individuals must have a clear understanding of expectations and the confidence that all employees are being held to the same standard. 

Organizations can focus their efforts to equip managers to lead in an inclusive way that drives sustained impact, change, and results in changing times.  

Here's how managers—and the people who hire them—can improve. Leaders share what to do, what not to do, and how to know the difference.

This resource collection from the CASE Library compiles information on talent management in advancement as well as best practices from the business world. Topics include diversity, recruitment, hiring, staff development, training, turnover, and retention.