A thing that seems valuable but is not talked about much is organizations that bring talent into the EA/impact-focused charity world, vs. re-using people already in the movement, vs. turning people off the movement. The difference in these effects seems both significant and pretty consistent within an organization. I think Founders Pledge is a good example of an organization that, I think, net brings talent into the effective charities world. I often see their hires, post-leaving FP, go on to pretty impactful other roles that it’s not clear they would have done absent their experience working for FP. I wish more organizations did this vs. re-using/turning people off.
I find it a bit surprising that your point is so well-taken and has met no disagreement so far, though I am inclined to agree with it.
Another way of framing “orgs that bring talent into the EA/impact-focused charity world” is orgs whose hiring is less focused on value alignment, insofar as involvement in the movement corresponds with EA value alignment. One might be concerned that a less aligned hire might do well on metrics that can be easily ascertained or credited by one’s immediate employer, but ignore other opportunities or considerations regarding impact because he/she is narrowly concerned about legible job performance and personal career capital. They could go on, in this view, to use the career capital developed and displace more aligned individuals. If funding is the larger constraint for impactful work than labor willing to work for pay, “re-using” people in the community may make sense because the impact premium from value-alignment is worth the marginal delta from a seemingly superior resume.
Of course, another view is that hiring someone into an EA org can create buy-in and “convert” someone into the community, or allow them to discover a community they already agree with.
Something that just gives me pause regarding giving too much credit for bringing in additional talent is that -regarding lots of kinds of talent- there is a lot of EA talent chasing limited paid opportunities. Expanding the labor pool for some areas is probably much less important because funding is more the limiting factor.
I think it would be cool if someone scraped linkedin and made some sort of diagram of talent flows like this. I imagine it could be done in a weekend and might yield interesting results.
Nice! My guess is that the most immediate way this data could be useful is that organizations who get funding on the basis of a “meta” theory of change (e.g. funding by OP, EAIF, MCF) get more/less funding because it turns out they are doing more/less to bring people in than expected. So maybe I would start with organizations funded by those groups, along with some other class of organizations to use as a control.
If you’re looking for the meta organisations Ben is talking about, you can see all of the city and national groups funded by the Centre for Effective Altruism’s Community Building Grants programme under the ‘Groups’ tab on this page. This is probably one of the bigger groupings of meta organisations (in terms of longterm stable funding). You also check Marieke’s mindmap for a bunch of other meta organisations.
That’s an interesting point, and it does seem impactful when organisations succeed in introducing new talent to the EA/impact space, especially when it leads to long-term contributions. Isn’t this a key focus for most community building organisations, though? Or is there a nuance in the approach you’re describing that perhaps I’m missing?
A thing that seems valuable but is not talked about much is organizations that bring talent into the EA/impact-focused charity world, vs. re-using people already in the movement, vs. turning people off the movement. The difference in these effects seems both significant and pretty consistent within an organization. I think Founders Pledge is a good example of an organization that, I think, net brings talent into the effective charities world. I often see their hires, post-leaving FP, go on to pretty impactful other roles that it’s not clear they would have done absent their experience working for FP. I wish more organizations did this vs. re-using/turning people off.
I find it a bit surprising that your point is so well-taken and has met no disagreement so far, though I am inclined to agree with it.
Another way of framing “orgs that bring talent into the EA/impact-focused charity world” is orgs whose hiring is less focused on value alignment, insofar as involvement in the movement corresponds with EA value alignment. One might be concerned that a less aligned hire might do well on metrics that can be easily ascertained or credited by one’s immediate employer, but ignore other opportunities or considerations regarding impact because he/she is narrowly concerned about legible job performance and personal career capital. They could go on, in this view, to use the career capital developed and displace more aligned individuals. If funding is the larger constraint for impactful work than labor willing to work for pay, “re-using” people in the community may make sense because the impact premium from value-alignment is worth the marginal delta from a seemingly superior resume.
Of course, another view is that hiring someone into an EA org can create buy-in and “convert” someone into the community, or allow them to discover a community they already agree with.
Something that just gives me pause regarding giving too much credit for bringing in additional talent is that -regarding lots of kinds of talent- there is a lot of EA talent chasing limited paid opportunities. Expanding the labor pool for some areas is probably much less important because funding is more the limiting factor.
I think it would be cool if someone scraped linkedin and made some sort of diagram of talent flows like this. I imagine it could be done in a weekend and might yield interesting results.
LinkedIn has made automated scraping against their ToS, so anyone attempting this should be aware that their account may get banned
I might do this. What organizations would you be most interested in seeing this for?
Nice! My guess is that the most immediate way this data could be useful is that organizations who get funding on the basis of a “meta” theory of change (e.g. funding by OP, EAIF, MCF) get more/less funding because it turns out they are doing more/less to bring people in than expected. So maybe I would start with organizations funded by those groups, along with some other class of organizations to use as a control.
Sorry for demanding the spoon-feeding, but where do I find a list of such organizations?
OP Grantees
EA Funds
I don’t think MCF has a database (maybe @Joey 🔸 knows?) but this post and this post list their grants
I found the overview in this post useful: https://forum.effectivealtruism.org/posts/xGqpQKf2FpjvwJe6q/ea-meta-funding-landscape-report
If you’re looking for the meta organisations Ben is talking about, you can see all of the city and national groups funded by the Centre for Effective Altruism’s Community Building Grants programme under the ‘Groups’ tab on this page. This is probably one of the bigger groupings of meta organisations (in terms of longterm stable funding). You also check Marieke’s mindmap for a bunch of other meta organisations.
That’s an interesting point, and it does seem impactful when organisations succeed in introducing new talent to the EA/impact space, especially when it leads to long-term contributions. Isn’t this a key focus for most community building organisations, though? Or is there a nuance in the approach you’re describing that perhaps I’m missing?
This take was more aimed at hiring/staffing instead of direct outreach/EA chapters