Recruiting new board members

In a local sports club, appointing new board members is relatively easy; a general meeting of members elects board members from among its members. At the other end of the complexity scale are listed public companies with shareholders.

The approach below is appropriate for non-profit organizations that are already established but have reached the stage where they need to formalize the procedure for recruiting new board members. It is not a rule, simply a guide for good practice.

You will need to recruit the right people.

1. A procedure
   The Board starts by agreeing on a procedure. It needs to be in writing, transparent, and appropriate to the specific needs of the organization. The more complex the organization, the more complex the procedure might need to be.
2. Criteria
   The Board decides on criteria for board members. These may be expressed as attributes, experience, and skills. Some will be essential and some will be only desirable.
1. Large, complex organizations tend to recruit personal with experience and formal qualifications in senior management of large companies, accounting, and law.
2. Smaller organizations still look for a specific mix of skills, although they might look for mid-level professionals.
3. Some organizations also look for talented young people who have the potential to learn the role.
3. A committee
   The Board appoints a committee to recruit new board members.
4. Search
   The committee then searches for suitable personnel.
5. Approach
   The committee then approaches suitable individuals and holds a preliminary meeting, which can be quite informal.
1. They describe the purpose and nature of the organization, and what is involved in being a board member.
• ⚠ It is easy to make two different mistakes. The first is to oversell the role, that is, exaggerate the good points of the organization, and make the role look easier than it really is. The second is to undersell the role, that is, make the role look more difficult than it really is.
2. They need to discuss and consider the person’s gifts, abilities and specific areas of expertise, how well they address the criteria, and whether they would a good fit for the board. (See below at the button)
3. They clarify how the person feels about how they would benefit the board.
4. They consider the person’s motivations. Why would they want to join the board?
5. They consider any possible conflicts of interest and conflicts of duty.
6. Is there anything else the person wants to share that the organization should consider?
7. They provide written information for the person to consider.
8. They ask for a preliminary response at an agreed time later.
6. The committee's recommendation
   If the response is positive, the committee writes its recommendation to the Board.
7. Formal process
   If the committee's recommendation is positive, it commences the formal processes of applying to the board:
1. The committee asks the secretary to put the application on the agenda of the next board meeting.
2. The committee sends its recommendation to the Board, enclosing the candidate's CV and qualifications.
3. The candidate meets the other board members, preferably at a board meeting, or at least the chairperson. It might involve another interview, but this time more formal.
4. The Board discusses the candidate and makes a formal decision, which is written in its minutes. The candidate should not normally be present in the discussion.
5. The candidate signs a document accepting the role.
6. The committee inducts the new board member.