This is the third post (of five) we’re planning to make focused on our self-evaluation and future plans.
This post answers a set of critical questions for GiveWell stakeholders. The questions are the same as last year’s.
Is GiveWell’s research process “robust,” i.e., can it be continued and maintained without relying on the co-Founders?
Where we stood as of Feb 2012
We wrote:
We currently have 3 full-time analysts, and have made an offer to an analyst who will start in July, which would bring GiveWell to 4 full-time analysts. We continue to focus on recruiting and hope to reach 6 full-time analysts (8 total employees) summer 2012.
Analysts take the lead on most charity investigations; co-founders may provide basic guidance and sign off on work before it is published. GiveWell Labs, because of its experimental nature, will be led for the time being by co-founders.
Progress since Feb 2012
Following February 2012, we made two full-time hires and one part-time hire; one of the full-time hires departed GiveWell the same year. We also saw the departure of another analyst who had started in January of 2012 (and was included in the above quote). On net, therefore, the size of our staff rose by one part-timer. We also employed a summer intern and a trial hire, both of whom may become full-time employees this year.
Due to time sensitivity, the review of GiveDirectly – our new recommended charity in 2012 – was led by co-founders, rather than analysts. (See our shortcoming on this matter.) In addition, much of the work we put into deepening our research was led by co-founders. Analysts played valuable roles, and made far greater contributions than in previous years, but the share of work done by co-founders was higher than it would have been if we had not been dealing with this time sensitivity.
Two positive developments on this front in 2012:
- Our capacity has improved significantly because of the maturation of existing employees. We now have several analysts who are able to add substantial value on a regular basis, improving our capacity. Alexander Berger has been promoted to Senior Research Analyst and represents an expansion in our capacity for top-level investigations. Natalie Crispin has taken over primary management of GiveWell’s financials and donation processing (which was previously handled by co-founders) and is now Research Analyst and Financial Manager.
- Our research process has become better systemized. 2012 was the first year in which our process for investigating a top charity remained substantially the same as in the previous year, and we feel that this bodes well for our ability to train analysts to take on more of this process in the future.
Our work on GiveWell Labs is still new and exploratory, and thus is led by senior staff.
Where we stand
We currently have three full-time and one part-time analyst, along with the two co-founders. We are currently re-thinking our hiring process and the roles and qualifications of people we wish to hire.
Although analysts have taken on more responsibility, we remain reliant on GiveWell’s co-founders for significant core research work. Elie Hassenfeld is heavily involved in managing and conducting individual charity/giving opportunity investigations and Holden Karnofsky is heavily involved in completing literature reviews for the evidence of effectiveness and cost-effectiveness analyses for interventions.
What we can do to improve
We intend to make hiring a priority over the coming year, but are not yet sure of exactly what path this will take. We have some ideas for finding new hires more effectively than previously, including (a) evaluating people via trial work rather than relying on interviews when possible; (b) considering more senior hires with experience that is directly relevant to the work our research analysts do. We don’t believe we have yet found a reliable formula for hiring people, though we believe we are improving on this dimension, both through trial and error in hiring and through getting a better sense over time (via repetition) of what work our employees need to do.
Does GiveWell present its research in a way that is likely to be persuasive and impactful (i.e., is GiveWell succeeding at “packaging” its research)?
Where we stood as of Feb 2012
We wrote:
As traffic to our website has increased over the past 12 months, we would guess that the importance of better packaging our research has risen. In particular, we feel our site is poorly suited to donors who want to spend more than a few minutes but less than an hour on our site. (We have designed the site to make quick action easy and to provide significant depth, but we have no “middle level” of depth for gaining some information relatively quickly.)
Progress since Feb 2012
None. This has continued to be a low priority over the past year.
Where we stand
We continue to believe that the lack of mid-level content is a shortcoming that likely prevents us from reaching some potential donors.
What we can do to improve
We have several ideas that we could execute in order to produce more “mid-level” content regarding our recommendations, but we do not plan to prioritize this work in the coming year.