Just as spring signifies renewal and growth, it often marks a period of workforce transition as organizations emerge from year-end planning to address new fiscal priorities. For many professionals, spring is when résumés are refreshed, career goals are reassessed, and the search for a new position begins in earnest. Nonprofit organizations are no exception, particularly as development teams prepare for upcoming campaigns, donor engagement strategies, and long-term fundraising goals. 

Prospect development is a field that thrives on this sense of evolution. The profession itself is interdisciplinary by nature, drawing on skills including research, analytics, relationship management and fundraising strategy, among others. As a result, professionals enter the field from a wide range of backgrounds. Some come with strong research or library science experience, bringing expertise in data evaluation, information sourcing and analytical thinking. Others arrive from frontline fundraising roles, offering firsthand knowledge of donor engagement, moves management and the practical realities and complexities of relationship building. Still others may transition from data analysis, marketing or operations, contributing unique perspectives that strengthen the overall function. 

Because of this diversity, there is no single “typical” path into prospect development. Hiring managers often look beyond job titles to assess transferable skills, intellectual curiosity and the ability to collaborate across development teams. As the field continues to grow and adapt—particularly with the increasing use of data, technology and strategic analytics—understanding what makes a candidate successful has become even more important. 

To explore these questions, I am sharing my personal insights on hiring within the prospect development profession. I hope that this information offers perspective on the skills, attributes and experiences that stand out in candidates, as well as guidance for those considering a move into this dynamic and impactful field. 

What has your experience been with hiring new team members? Are there internal partners or departments outside of development that you have found to be helpful with the process?  

My background in frontline fundraising, where I worked closely with individual, organizational and event-based giving programs, has informed my experience hiring new team members. That experience sparked a deep curiosity about the motivations and influences that drive donors to contribute their assets, which ultimately drew me to prospect development. This perspective has shaped how I approach hiring, as I value candidates who understand the broader fundraising ecosystem and how research and strategy can meaningfully support donor engagement. 

In practice, hiring at most organizations is a multi-step process that involves collaboration across several departments. Strong communication between the prospect development team and the local talent acquisition team is especially important, as each brings distinct expertise to the process. Talent acquisition professionals understand recruitment strategy, compliance and candidate outreach, while prospect development leaders are best positioned to identify the technical skills, analytical mindset and collaborative traits needed for success in the role. 

This partnership also plays a critical role in maximizing job posting visibility. For example, if the prospect development team does not inform talent acquisition about discipline-specific resources such as the Apra Career Center, valuable opportunities to reach qualified and engaged candidates may be missed. Ensuring that all available channels are used helps attract a stronger and more targeted applicant pool. 

Depending on the role, it can also be beneficial to involve additional internal partners outside of development, such as technology services or informatics teams. These collaborations can help clarify which technical skills, platforms or tools—such as data visualization software, reporting languages or databases—are most relevant for the position. Involving these partners early helps ensure that job requirements are realistic, forward-looking and aligned with the organization’s broader data and technology environment. 

How does the increase in remote positions impact what characteristics you look for in a potential hire? Are there characteristics that stand out specifically to a remote position compared to an in-office position?  

The increase in remote positions has significantly influenced the characteristics I look for in potential hires. Remote work allows organizations to cast a much wider net, resulting in a broader and more diverse applicant pool, but it also places greater emphasis on clear and effective communication—both verbal and nonverbal—throughout the interview and onboarding process.  

While working remotely is not only possible but also preferable for some individuals, it’s important to consider how well a candidate aligns with a manager’s leadership style and the existing team structure. Successful remote integration depends on whether the team provides sufficient access to direct managers for questions, guidance and onboarding, as well as intentional opportunities for connection. Without these elements, remote employees can feel isolated or siloed from their colleagues, department or the broader mission of the organization.  

In addition, hiring remotely requires careful attention to local, state and country-specific employment laws and human resources teams are critical partners in understanding both opportunities and limitations. From a management perspective, maintaining engagement also requires creativity and adaptability.  

During the pandemic, when our team was fully remote, we found simple but meaningful ways to stay connected—such as ordering lunch from a restaurant local to each colleague and sharing a virtual, non-work-focused meal together. These moments helped reinforce team bonds and reminded us that connection and culture matter, regardless of physical location. 

What advice do you have for those who are currently in the process of interviewing candidates for a position on their prospect development teams? Is there a particular question that you have found to be insightful when getting to know the candidates?  

My primary advice for those currently interviewing candidates for prospect development roles is to approach the process with patience and empathy. The workplace has changed dramatically over the past decade and continues to evolve, requiring both hiring managers and candidates to consistently adapt. Extending grace to one another throughout the interview process acknowledges that adjustment and helps foster a more thoughtful, human-centered hiring experience. 

Clear communication is also essential. As Brené Brown reminds us, “clear is kind,” and that principle is especially important when setting expectations around the role and work environment. Candidates should have a clear understanding of job responsibilities, performance expectations, and how the team operates—whether that includes required in-office days, shared or reservable workspaces, or fully remote arrangements. Equally important is ensuring that remote or hybrid colleagues have the appropriate technology and tools needed to be successful, such as reliable webcams, microphones and headsets. 

When it comes to interview questions, I have found that asking candidates what types of data they find most important in a prospect profile offers valuable insight into their research background and priorities. For entry-level candidates, questions about what information they believe would be most beneficial to a fundraiser or what might demonstrate affinity for a particular cause can be especially revealing. Exploring a candidate’s experience with nonprofit organizations, whether through employment or volunteer work, can also help shape onboarding approaches and clarify expectations for the role. 

Finally, I always enjoy asking candidates what keeps them inspired and motivated. Prospect research can be intellectually demanding and, at times, mentally challenging, so understanding what energizes a candidate helps determine whether the position will be fulfilling for them in the long term. This question not only provides insight into resilience and values but also helps ensure a strong, sustainable match for both the individual and the team. 

What advice would you give to someone applying for and interviewing for a new role in our field? What might make a candidate stand out compared to the masses?  

For individuals applying and interviewing for a new role in prospect research or development, my strongest advice is to lean confidently into what genuinely excites you about the work. Don’t be shy about your passions—enthusiasm for spreadsheets, data analysis and digging into details is a major strength in this field. Understanding and articulating your technical skills, as well as acknowledging areas where you’re still learning, helps hiring managers see how your strengths can translate to their organization and how you might continue to grow in the role. 

Candidates also stand out when they can share concrete examples of how their work has supported fundraising success. Being able to describe specific projects or collaborations that moved a fundraiser closer to a successful solicitation demonstrates both technical competence and strong partnership skills. For example, discussing times when you’ve added thoughtful commentary to a wealth screening—providing greater context or a more realistic giving capacity beyond what the data alone showed—highlights critical thinking and an understanding of how research informs strategy. 

Finally, and perhaps most importantly, be yourself. In a professional landscape increasingly shaped by artificial intelligence and automation, retaining your ‘humanness’ matters. Your unique experiences, perspectives and approach to problem-solving are what truly differentiate you from other candidates. Authenticity not only helps you stand out during the interview process but also lays the foundation for becoming a trusted and valued colleague once you’re on the team.