Nonprofits did not do well last year, and you wonder why. I recently came across a job listing that read something like this:
“[A nonprofit] is seeking a planned giving advisor. This is a junior position for a fundraiser with 3 or so years of experience who wishes to move into planned giving. Focus is on bequests, CGAs, and marketing.”
Now, for those of us who have been in the trenches of planned giving for a while, that one little word—junior—jumps off the screen. Not because there’s anything inherently wrong with junior hires (everyone starts somewhere), but because of what that label suggests in the context of planned giving fundraising.
In fact, a response I saw to this posting was quite blunt:
“Hiring a junior person for a planned giving program is a guarantee of underperforming … a recipe for failure.”
Why? Not due to some prejudice against younger or entry-level fundraisers, but rather a legitimate concern about fit—or lack thereof. Planned giving often involves nuanced conversations with financially sophisticated individuals. It’s not an entry-level sport. And yet, some nonprofits seem to think they can start one with an entry-level bench.
This brings us to a larger question: Is entry-level nonprofit fundraising—particularly in planned giving—a sustainable model, or a shortcut to mediocrity?
“Economy Class” Is Still an Oxymoron
What struck me more than the job listing itself was how it reflected a broader trend: the creeping adoption of a business model I’ll call the “entry-level organization.”
This is the model where an organization’s entire staffing strategy revolves around hiring people straight out of college, paying them as little as possible, and replacing them just as quickly. These workers are young, cheap, eager, and—let’s be honest—usually expendable.
The idea is not new. Take the retail book industry as a prime example. When brick-and-mortar bookstores began facing brutal price competition from online retailers, they responded by gutting overhead. That meant saying goodbye to knowledgeable, experienced sales staff and saying hello to an army of bright-eyed, underpaid 22-year-olds. The result? Sure, the labor costs dropped. But so did the customer experience.
You might remember a store called Borders. They perfected this model. And then they flatlined.
To a spreadsheet-driven executive, this kind of cost-cutting is a seductive idea. On paper, the math adds up. In practice, however, it fails spectacularly over time—especially in sectors that depend on trust, nuance, and long-term relationship-building.
Sound familiar?
The Planned Giving Parallel
Planned giving fundraising is not retail. You don’t sell CGAs like you sell coffee mugs. You don’t walk a donor through a charitable remainder trust the way you recommend a summer beach read. These are deeply personal, often complex financial decisions involving taxes, legacies, and family considerations.
In short, planned giving requires maturity, emotional intelligence, and technical fluency.
That’s not to say entry-level nonprofit professionals shouldn’t be involved. Quite the opposite. We need a new generation of fundraisers who are trained, mentored, and equipped to become the future leaders of our sector. But here’s the catch:
You can’t hire cheap and expect premium results.
Nonprofits that treat planned giving like a low-cost experiment—assigning it to someone with no real training, guidance, or experience—are playing a short-term game in a long-term sport.
The Real Cost of “Cheap”
In today’s economic climate, it’s tempting to chase short-term savings. Budgets are tight. Boards are cautious. And executives are often pressured to “do more with less.” Running your nonprofit like a (successful) business is imperative.
But here’s the inconvenient truth: Under-investing in planned giving talent is a false economy.
Hiring an entry-level fundraiser without pairing them with a mentor is not strategic—it’s reactive. It may check a box, but it won’t build a program.
Instead of viewing young hires as a way to cut costs, we should view them as assets in training. That means building systems for professional development, mentorship, and long-term growth. Pair your junior staff with a seasoned fundraiser. Allow them to shadow donor conversations. Let them listen, observe, and learn the language of legacy.
Think of it this way: In planned giving, the best returns take time. That applies to both donors and staff. So why not align your internal strategy with your external mission?
A Smarter Alternative
Rather than chasing quick wins through “youth exploitation,” nonprofits should invest in multi-generational skill-building.
- Mentorship over management: Don’t just assign tasks—offer guidance.
- Apprenticeship over assumption: Don’t assume your hire knows what a CRUT is—teach them.
- Long-term vision over short-term savings: Build your planned giving bench like you build your endowment—with patience and purpose.
When you invest in your team the way you ask your donors to invest in your mission, you create something sustainable, ethical, and deeply effective.
The Future Begins Now
This is a concept that every planned giving officer understands: Legacy is built today.
The same holds true for your team. Cheap savings today will never match the compound interest of a wise hire, a strong mentor, and a multi-year investment in talent.
Yes, fundraisers have to start somewhere. But that “somewhere” should be in a supportive, strategic environment, not a sink-or-swim cost-cutting scheme. You cannot hire an entry-level fundraiser, throw them in the ocean without so much as a life preserver, and then expect success.
Let’s retire the myth of the “entry-level organization” in the world of planned giving. The future of fundraising deserves better.
And if you’re looking to build that future, start with your people.
Key Takeaways
- Entry-level nonprofit fundraising has its place—but not as the sole strategy for planned giving programs.
- Treating planned giving as a “junior” role for an entry-level fundraiser sets up programs for mediocrity and failure.
- The better model is mentorship and multi-generational training that mirrors the long-term mindset of planned giving itself.
- Organizations that prioritize short-term savings over long-term investment will pay for it in missed opportunities and stagnant results.
Want to build a sustainable, high-performing planned giving program? Start by investing in your team like you invest in your mission. Because in fundraising—as in life—the future begins now.
