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NYCON Presentation Recruitment and Retention Strategies for Boards April 7th Binghamton
 

NYCON Presentation Recruitment and Retention Strategies for Boards April 7th Binghamton

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Southern Tier Capacity Building Program training presentation.

Southern Tier Capacity Building Program training presentation.

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    NYCON Presentation Recruitment and Retention Strategies for Boards April 7th Binghamton NYCON Presentation Recruitment and Retention Strategies for Boards April 7th Binghamton Presentation Transcript

    • Recruitment & Retention Strategies for Board of Directors April 7, 2011 | Binghamton, NY Presented by: Doug Sauer, Chief Executive Officer dsauer@nycon.org | 800.515.5012 Community Focus w Statewide Impact w National Network
    • Key Learning Objectives• Recognize what motivates board members to excel in their role & obligations• Become aware of methods & tools for board strategic assessment, recruitment, orientation, retention & development processes• Understand the importance, role & responsibilities of a Board Development Committee• Explore problem-solving strategies for improving your board’s performance
    • Ask Yourself…How did you first get involved on the board? And, what motivates you to stay involved?
    • Board Members…Give: May Get:• Time • Personal Satisfaction• Expertise • Commitment to Mission,• Community/Constituent Cause, &/or Community Perspective • Professional Growth or• Credibility Networking Opp’s.• Influence • Benefit to Employer or Self• Resources • Recognition – Directly or Access to – “Give, Get or Get Off”?• Commitment to Excellence – Care, Obedience & Loyalty
    • What is Board Development?• The process of creating, maintaining & improving the functioning, effectiveness & productivity of board leadership & governance• It Goes Well Beyond Recruiting & Nominating!
    • Significant Trend inGovernance Smaller boards aimed at higher overall and individual director & officer performance
    • What Does A Board Development Committee Do?• Develops strategic board development goals, short & long term• Assesses overall board functioning & composition in relationship to those goals• Regularly reviews board & officer job descriptions, qualifications & performance expectations/standards• Assesses individual board member & officer performance• Manages communications with existing board members & officers re: renewal of terms, retirement, etc.
    • Board Development Committee (continued)• Plans for multi-year leadership succession• Recruits & nominates board & officer positions• Designs & implements orientation along with ED/CEO• Encourages & coordinates ongoing development & training opportunities• Monitors & makes recommendations with respect to ethical conduct• Reviews bylaws & proposed amendments
    • Think About…• How is your board organized to do board development?• How well does it work?• And, what is the role of the ED/CEO?
    • Be Aware of…• What your Certificate of Incorporation, Charter and/or Bylaws may state with respect to composition• Contractual, licensing or accreditation requirements & standards related to structure or composition Are you compliant?
    • Who Are Your Board Assets & Weaknesses?Perform an assets & needs inventory:• Knowledge of & commitment to mission & org.• Talents, specialized expertise & skills• Board & leadership experience• Influence, contacts, etc.• Diversity & representation – Ethnic, racial, religious, age, etc. – Geographic, political, industry, etc.• Consumer participation• Other?
    • Examples of Measures for Overall Board Performance• Progress with strategic goals, objectives & work plans• How well do committees function?• % of Board Members who attend board/committee meetings? – Number of meetings you don’t have quorum• % of Board that contributes $ annually & level of significance?• Effective meeting management – Duration of meetings – Meeting productivity – actions & priorities – Board vs. staff participation• Board & Officer turnover
    • Examples of Measures for Individual Board Member Performance• Time & expertise contributed• Attendance (number & percentage)• Constructive participation/engagement• Influence & representation (activities or results)• Donations (give or get)• Attended training/development opportunities• For officers & committee chairs, performed duties as required• Conflict of interest issues
    • Tips for Assessing the Board, Officers & Members• Have clear goals & expectations for the organization & for individuals• Formally assess annually & consider doing so in writing• If the bylaws or policies are obstacles or not conducive to effective governance, propose changes• Promote & protect confidentiality & handle sensitive situations very carefully• Share results with the board, but avoid unnecessary personality-based discussions• Don’t allow mission & performance to be adversely affected by personalities, unhealthy relationships, etc.
    • From Assessment to Nominations & Recruitment• What are the biggest challenges you experience around the nominations & recruitment process?• What have been your most successful strategies in identifying new board members & why?
    • Plan Ahead: Design a Nominations & Recruitment Strategy1. Know required process & timeframe (bylaws)2. Consider multi-year goals & strategies3. Identify individuals, groups & organizations whose purpose, skills or contacts relate to mission, needs & goals4. Take the time to develop strategic relationships that will support recruitment now & in the future
    • Plan Ahead (continued)5. Develop the application (forms, interviews) & the selection process you will use • What do you want to know about prospective board members?6. Define & clarify Board/ED roles in contacting, orienting & “making the ask”
    • Finding Board Members: Consider Extending Your Network• Current board members’ networks or affiliations• Stakeholders: Members, donors, consumers, etc.• Consider their extended network• Other nonprofits, churches or community groups• Higher education & schools• Government employees (check ethic laws/restrictions)• General public: Do you open your process? – Advertise/announce opportunities on your website, professional association newsletters or websites, local newspapers, online listings or matching services, etc.
    • Additional Strategies• Check with local United Way, volunteer programs, Online programs (i.e. Board Net), etc.• Have non-board members serve on select committees (check bylaws)• Appoint newer board members to board development committee• Involve experts, those with influence, others in an advisory capacity• Hold an open house
    • Prepare Before You Meet with a Prospective Member...• Develop pertinent materials - Orientation starts now!• Designate an initial contact person• Use person who is most familiar – If ED/CEO, involve a board member as well• Develop your “pitch” - what tone will you set regarding the board’s expectations of its members?• Have them visit your organization initially or as a follow- up
    • Be Prepared for Questions• Who are the other board members?• What are your board meetings like?• Are you fiscally sound & fiscally responsible? Can I have a copy of the audit & IRS Form 990?• Is the organization in a crisis? If there are financial problems, what is the plan?• What are the board’s major goals, challenges & plans?• What is the time commitment, participation & expectation standards?
    • More Possible Questions…• How/what can I contribute as a board member?• What committees do you feel I should serve on?• What opportunities are there for board learning?• How effective are the programs?• How does the board work with executive leadership & staff?• What are the relations between the organization and other like nonprofits? Government? Business?• Do you have directors & officers liability insurance? Be prepared for more in depth questions specific to expertise
    • Sample Questions to Ask Prospects• What do you know about our organization & how does our mission interest you?• What motivates you to consider joining our team? (if prospect has indicated interest)• What are your previous board experiences & what is your understanding as to how a board should function?• Given our expectations, what, if any, concerns or limitations do you have?• How do you feel you can contribute to our board team?
    • Recruiting “What If’s?”If they say “NO”• Ask why & if time is an issue; ask if they would join a committee or be willing to consider the opportunity at another time• Thank them, respect their decision & keep them informedIf they say “MAYBE”• Find out what additional info might aid their decision• Offer opportunity to visit the agency, meet other board members or to experience a board meetingIf they say “YES”• Let them know the timing & next steps in the process• Make sure to follow up quickly
    • From Recruitment to Orientation: Tools• Welcoming, inclusive participatory environment• Orientation Sessions• One-to-one meeting with leadership• Formal training sessions• Meetings with key staff• Pre-board service• Board Mentor or “buddy” system• Annual Retreat• Ongoing support• Board manual
    • Retaining Good Board MembersAvoid the Revolving Door
    • Keys to Retaining Good Board Members• Respect & use each members’ skills, contacts & time as effectively as possible• Build structures & processes that are effective & efficient• Provide growth & leadership development opportunities• Strengthen working relationships• Foster ties to mission
    • Retention Strategies• Leadership stability - succession planning, grooming & mentoring officers and committee chairs• Modeling productive relationships - support effective communication• Strategic planning – Have an engaged process – Address board development issues & needs• Working committee structure - tied to organizational goals
    • Retention StrategiesExpress Appreciation Say Thank You
    • Board Retention Tools• Board Meeting & Committee Calendar• Board Oversight Calendar• Annual Retreat• Routine Board Assessment & Training• Regular Board Meeting “In-service”• Strategic Meeting Agenda & Effective Meeting Facilitation• Keep Well-informed – “No Surprises”
    • Key Best Practices Summary• Create a Board Development Committee• Clearly define officer & other leadership roles• Organize a board assessment/evaluation process & tools that are goal-based• Run meetings well
    • Key Best Practices Summary (continued)• Do follow-up “check-ins” with board members, especially those who are absent or appear dissatisfied• Conduct exit interviews with those leaving board• Consider non-traditional recruitment strategies – Be willing to go outside of your comfort circles• When recruiting, be positive but also be realistic & transparent about the organization’s status, needs & directions• Formalize orientation process with comprehensive materials & have key board & staff leader participate
    • Key Best Practices Summary (continued)• Promote ongoing board education & training opportunities, both within & outside the organization – Include governance goals & development in strategic plan• Carefully define role of staff in process• Celebrate board leadership, participation & achievements
    • Added Ideas, Comments,Questions???