A growing number of institutions are being more deliberate about bringing in fundraisers who fit the culture of the development department and about assessing skills and providing training that fill specific needs. Development shops are paying more attention to cultivating their staffs, staying attuned to employees' needs and creating career paths that keep them challenged and in their seats. Institutions will likely continue to invest in talent management as it becomes more difficult in some regions to find seasoned fundraisers, who often come at a premium, and too costly to lose effective ones already on staff. The available pool of "movable talent" is small as the weak economy fuels anxiety among top fundraisers about changing jobs, particularly if they need to sell a home or are part of a two-income household. In some markets, nontraditional talent will get a second look, but institutions will have to set them up for success with training programs and mentoring. Whether they're developing their own talent, recruiting seasoned professionals, or tapping into the transferable skills of nontraditional candidates, development shops are paying close attention to a candidate's fit for the culture. A person bringing ideas for changing the department may not fit into a hierarchical one steeped in tradition. Besides ensuring fit, several institutions are finding that extensive training, mentoring, and career coaching are essential to fundraiser success.