What types of education jobs can employers post on Foundation List?

Employers can post education leadership, administration, faculty, teaching, student services, operations, finance, human resources, research, counseling, special education, ESL, STEM, technology, and advocacy roles. The page also supports hiring across higher education, K-12, private schools, public schools, foundations, and education nonprofits.

Who uses Foundation List for education recruiting?

Foundation List serves universities, private schools, public schools, school boards, educational nonprofits, foundations, government entities, and community organizations. The platform is built for mission-driven employers and job seekers across the education and nonprofit sectors.

Can job seekers use Foundation List to find education jobs?

Yes. Job seekers can browse education job postings, search jobs, create job alerts, post resumes, and review career resources such as job seeker tips and FAQs. The site supports both active applicants and professionals exploring their next move in education and nonprofit work.

Is Foundation List focused only on nonprofit jobs?

No. Foundation List serves nonprofit organizations, foundations, educational institutions, healthcare organizations, associations, and related mission-driven employers. The education page specifically focuses on schools, higher education, and education nonprofits.

Turn an accepted offer into a supported start

Nonprofit Employee Onboarding Checklist

Use a nonprofit employee onboarding checklist to prepare systems, relationships, priorities and feedback before a new team member begins.

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Manager guiding a new nonprofit employee through workplace documents

Employer action plan

Build the first weeks around clarity and connection

Prepare access

Set up equipment, systems, workspace and essential documents before day one.

Explain the mission in practice

Connect programs, communities, funding and organizational priorities to the person’s work.

Map relationships

Schedule introductions with teammates and important internal or external partners.

Set early priorities

Define near-term outcomes, learning goals, check-ins and decision boundaries.

What to prepare

Use a practical hiring checklist

Onboarding is more than orientation. It should help a new employee understand the role, form useful relationships, gain access to the right information and begin contributing at a sustainable pace.

Send first-day details in advance
Complete required employment documentation
Prepare technology and permissions
Share an organization and team overview
Schedule manager check-ins
Explain how feedback and questions should be raised
Review goals at 30, 60 and 90 days

Plan

Align scope and decision makers.

Publish

Share a clear opportunity.

Evaluate

Use job-related evidence.

Welcome

Prepare a supported start.

Reach mission-driven professionals

Bring the opportunity to a focused audience

Foundation List helps nonprofits, foundations, schools, universities, healthcare organizations and associations reach professionals interested in mission-driven work.

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For job seekers

Review the complete posting, including responsibilities, compensation, location expectations and measures of success. Use Foundation List to compare current opportunities.

Search current jobs

Related resources

Continue building the hiring strategy

Employer hiring hub Write better job descriptions Where to post nonprofit jobs Review current postings

Questions and answers

Frequently asked questions

What should nonprofit onboarding cover?

Cover employment requirements, systems access, mission and program context, team relationships, role priorities, communication norms and early performance expectations.

When should onboarding begin?

Preparation should begin after the offer is accepted so equipment, access, schedules and first-week communication are ready before the employee starts.

Prepare access, context and relationships in advance

A strong onboarding experience combines practical readiness with organizational context. Equipment, accounts, payroll documents and workspace should be prepared before the employee needs them. The first weeks should also introduce the mission, programs, team, decision-making norms, major partners and the history behind current priorities.

Managers should set a realistic sequence of early goals rather than expecting immediate transformation. Schedule regular check-ins, identify key relationships and clarify what the new hire should learn, decide and deliver during the first 30, 60 and 90 days.