We are a startup nonprofit run by two Penn grads. In our first 7 months, we raised over $200,000 for causes ranging from cancer research to environmental organizations. We work with some of the hottest startups in tech - from Foursquare to Thrillist. The program is successful and we need help with all aspects of the organization.
We would shape the role together. We’re more concerned about passion, intelligence, and personality fit. Since there are so many areas we need in help in, we’d discuss what you can bring to the table and match that with what we need to get done. Since we’re so small, this is an internship where you’d have major impact. You’d get to help grow a small, new nonprofit and become heavily networked in New York’s startup community.
Some example responsibilities COULD include the following:
Organizing charitable events and initiatives to help foster philanthropy amongst New York’s tech community (past ones included a clothing drive, educational speaker events, etc)
Working with existing companies to respond to any questions or needs they have
Working with our financial partner to make sure we have all reporting needed
Working on marketing and communication - increasing our brand visibility, getting PR
Working with some of the nonprofits that are benefiting from our program to ask for the impact of the dollars raised for them, then providing the results to participating companies/employee donors
Demonstrable interest in nonprofits/social good
Interest in startups/tech
Good at working independently in unstructured environments
"Suppose that you need to hire a sales representative for your firm. If you are serious about hiring the best possible person for the job, this is what you should do. First, select a few traits that are prerequisites for success in this position (technical proficiency, engaging personality, reliability, and so on). Don’t overdo it - six dimensions is a good number. The traits you choose should be as independent as possible from each other, and you should feel that you can assess them reliably by asking a few factual questions. Next, make a list of those questions for each trait and think about how you will score it, say on a 1-5 scale. You should have an idea of what you will call "very weak" or "very strong."
These preparations should take you half an hour or so, a small investment that can make a significant difference in the quality of the people you hire. To avoid halo effects, you must collect the information on one trait at a time, scoring each before you move on to the next one. Do not skip around. To evaluate each candidate, add up the six scores. Because you are in charge of the final decision, you should not do a “close your eyes.” Firmly resolve that you will hire the candidate whose final score is the highest, even if there is another one whom you like better - try to resist your wish to invent broken legs to change the ranking. A vast amount of research offers a promise: you are much more likely to find the best candidate if you use this procedure than if you do what people normally do in such situations, which is to go into the interview unprepared and to make choices by an overall intuitive judgment such as, “I looked into his eyes and liked what I saw.”
From Thinking, Fast and Slow by Daniel Kahneman, winner of the Nobel Prize in Economics, 2002