Navigating remote/hybrid work is still a work in progress.
I got the sense that all shops—regardless of size or resources—are still in the trial-and-error phase with remote and hybrid work models. There was a shared comfort in the recognition that nobody had it quite figured out yet and that it isn’t a one-size-fits-all solution. It had me wondering if the issue is less about having the right formula and more about being ill-equipped to support hybrid/remote employees. In other words, that the solution might not be policy-driven, but more about training.

Managers need more training.
On the top of many strategic talent managers’ (STMs) wishlists was more training for first-time and mid-level managers, and our research indicates this continues to be a pain point in the industry. It was encouraging, however, to see some of the successful internal modules rolled out by larger institutions, as well as scalable solutions and training partners that smaller shops have employed.

Recognition matters.
Providing meaningful recognition can improve retention and even small, consistent gestures can make a big difference in employee satisfaction and loyalty. Some organizations in attendance reported using a “recognition preferences survey” so that they could understand exactly what type of recognition would be most meaningful for each of their employees.

Compensation matters too.
The issue of high rates of turnover in advancement continues to challenge talent managers. So, some institutions have been getting bold when it comes to bonuses. One school showcased a model that provides tiered reward opportunities for both team and individual performance, and the room was captivated. Not all organizations have HR structures with this kind of flex, but in a field where competition for talent is fierce, creative compensation strategies might become critical.

Misconceptions about introverts and extroverts persist.
Most shops include a personality assessment in their onboarding or learning programs, and I was surprised that many discussions about integrating different personalities in the workplace still seemed stuck in the oversimplified binary of introvert vs. extrovert. The reality is that not all frontline fundraisers have high extroversion, nor should they. Those with high introversion bring important strengths to the table too, like a natural proclivity for deep listening and strategic thinking.

Turnover at the top is a growing concern.
High-level departures disrupt institutional knowledge, threaten workplace stability, and can strain donor relationships. Based on what I perceived during the conversation, this isn’t going to shift anytime soon, making succession planning and leadership development more critical than ever.

My four-day workweek dreams could become a reality.
When conference leaders asked the group, “Who here thinks a four-day workweek is on the horizon?” I couldn’t believe the number of hands that went up, and if this is truly coming down the pipeline, the time to prepare is now. The good news? Companies that have tried it are reporting happier workers, lower turnover, and greater efficiency overall.

Generational compositions of teams are shifting and so must our strategies.
Discussion around generational perspectives was insightful. Research indicates that Gen Z values work-life balance, purpose-driven work, and career growth, while Boomers and Gen X tend to favor job stability and financial security. Effective recognition, compensation and professional development are likely going to look different for each of these generation groups, so flexibility within those systems will be increasingly critical moving forward.

HR structures can create additional obstacles for talent managers.
In some of my conversations, talent managers shared that they sometimes struggle when working with central HR teams to advocate effectively for the unique needs of advancement teams. How might we, as an industry, help our partners better articulate the return on investment that comes from shifting HR polices to recruit and retain top fundraising talent? This is a question I’m hoping to hear discussed at my next CASE STM conference.

People who work in advancement are awesome.
To be clear, I knew this going into the conference. However, this was my first time at a CASE STM conference, and I couldn’t have felt more confident that the work of aligning people with organizational and philanthropic goals is in really, really good hands.