People Management: Three minutes with David Fielding, Hudson Global Resources

Why might a charity use an agency to recruit its chief executive?

It saves them time and we have access to more people. About 60 per cent of these positions are filled by agencies rather than being sorted out in-house, so it's becoming a more popular option.

We offer a modular scheme so that smaller charities might want to carry out the first interviews themselves to save money - you only pay for what you actually use.

How much cross-sector movement is there?

It's definitely been rising over the past couple of years. People in the private or public sectors might reach a point in their careers where they realise they have gone as far as they are going to, or want a change of pace.

Is it necessary for candidates to have some experience of the sector?

In my opinion, no. Having experience of volunteering might illustrate an individual's empathy for the voluntary sector, but it should not be a prerequisite.

I do believe that a chief executive must be passionate about the cause in order to do the job properly. It's not enough to just want to get the job done.

Are charity chief executives paid too much?

A lot of people seem to think that anything above £100,000 is too much, but I disagree. Some charity chief executives balance multi-million pound budgets and earn salaries that are far below their counterparts in the private or public sectors.

Charities can't match the other sectors pound for pound, but there is competition for the best people. Charities must understand they have to offer a decent salary if they are going to get the people they want.

How can the sector make itself more appealing?

Getting candidates to meet the beneficiaries gives them a real idea of what a charity is actually about. At the end of the day, it's all about the beneficiaries, after all.

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