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Recruiting an Effective Board of Directors

Recruiting an Effective Board of Directors

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C:\Documents And Settings\Owner\Desktop\Recruiting An Effective Board Of Directors C:\Documents And Settings\Owner\Desktop\Recruiting An Effective Board Of Directors Presentation Transcript

  • Recruiting an Effective Board of Directors Duquesne University MSCL513-Governing for Community & Organizational Leadership Judith Deunamuno
  • Introduction
    • Most of the issues faced by board members are a direct result of the lack of strategy in the selection and development of new board members, as these processes are often overlooked. Nonprofit organizations are generally dependant on external sources for financial support.
    • The unreliability of these resources gives the recruitment, orientation and development processes paramount importance, considering that the pertinence of its work is defined by its effectiveness at setting and accomplishing mission goals.
  • Overview
    • Benefits of Strategic Board Recruitment Model
    • Building the Organization’s Recruitment Strategy-the eight step process
    • Board Orientation
  • Building the Organization’s Recruitment Strategy
    • Benefits of the Strategic Board Recruitment Model described by Kyle and Loscavio (Strategic Board Recruitment: The Not-for Profit Model, 1996):
    • a) Identify and recruit people that the board wants, with the skills needed for the organization.
    • b) Recruit efficient, high profile individuals.
    • c) Get support from high profile individuals that can not be on the board.
    • d) The structure of this model, its processes and contacts developed can be used by future board members.
  • Building the Organization’s Recruitment Strategy
    • Let us review the Strategic Board Recruitment Model and its eight
    • steps process:
    • Assembling the board development team
    • This team consists of the executive director, the board chair, a fund development professional and three other top performers from board members, staff or volunteers.
    • The board development team is responsible for reporting to all members of the board the milestones, and all pertinent information related to the recruitment of candidates.
    • This team does not have authority in the selection process, it can only recommend prospects to the board.
    • It is responsible for orienting new board members.
    • Assessing the organization’s needs
    • New candidates must fit the profile of what your organization is planning to accomplish in the next future.
    • It is about aligning the organization’s goals stated on the strategic, operational and funds development plan and conducting a comprehensive inventory of existing resources and skills.
    • Developing board position profiles
    • It must at least include the scope of the job, experience and skills, the key duties and responsibilities, expectations and key or major priorities sought by the organization.
    • The organization can customize a position profile template based on its needs.
    • Scripting the organization’s story
    • It is highly recommended to script the organization’s vision, mission, accomplishments, the services that it provides, board members, etc.
    • Develop this information and use it as a marketing tool for future group and community activities
    • Research board candidate sources
    • Potential candidates can be found from polling existing board members, the organization’s members and its’ donors, and from suitable individuals they may know first hand, as well.
    • Use the newsletters or recruitment websites such as BoardNetUSA, BoardSource, or VolunteerMatch
    • Developing third-party referral networks
    • The process of creating a network of referrals must be constantly nurtured to facilitate a large pool of candidates. This can be accomplished by establishing good relationships with other entities, or through new members and the organizations they belong to.
    • Diversity is a factor to highly consider in a nonprofit organization , input from individuals with diverse backgrounds and experiences should generate many different ideas.
    • Board members of nonprofit organizations must foster and remain open not only to different ethnic groups or gender, but most importantly, to different values and perspectives. Avoid and beware of tokenism.
    • Contacting and meeting candidates
    • Make potential new board members aware of the parameters of a position when you contact them. Meet with this person and conduct an interview based on the profile of this position and other qualities expected.
    • Knowing how to interview is essential, get the most experienced individual to conduct the interview. When possible, and if no one is available, hire a professional to do this job.
    • Evaluating and selecting new board members
    • If a candidate is undecided about accepting the position, facilitate the opportunity for them to learn more about the organization and its board members.
    • Provide all necessary information before the candidate makes a decision. Realistically, this fundamental list of questions may limited if the candidate has not had previous board experience.
    • Recommendations of new members to the board must be done verbally to cover all specifics.
  • Board Orientation
    • New board members must quickly become informed to facilitate the integration process and familiarization with the organization’s policies, operations, structure, and other pertinent information.
    • It is convenient to develop a checklist with topics to be discussed during the orientation and provide it to the new member before hand.
    • Provide the board policy manual and allow the opportunity to discuss and explain how these policies are integrated within the culture.
    • The board orientation must be a time to socialize, have the new member understand what is expected of him or her and ask questions. Assign a more experienced board member as a mentor.
  • Conclusion
    • Having a board development team to focus on looking for prospects, gathering information, interviewing, etc., allows the rest of the board members to focus on other areas of governance while still staying abreast of this meaningful process.
    • Being part of a nonprofit organization is hard and noble work, and is more than just good intentions. It may be difficult to recruit people considering the nature of the work and what is required from board members. It is therefore, a process that should always be cultivated through the building of effective networks of friends and referrals from the community and other entities.
    • Finding and recruiting the right candidate is not a matter of luck but organizational achievement that would enhance the chances to effective governance, innovation and team work.
  • References
    • Create the Future. Developing a Board Recruitment Plan . Retrieve on June 29, 2010 from: http://www.createthefuture.com/developing.htm
    • Fritz, J. About.com Nonprofit Charitable Orgs. Where Do I Find Board Members? Retrieve on May 29, 2010 from: http://nonprofitbasics/f/findboardmember.htm?p=1
    • Gottlieb, H. Community Driven Institute. Searching for a Key Employee: The 7 No-No’s of Hiring. Retrieve on June 24, 2010 from: http: www.help4nonprofits.com/NP_PRSN:_SearchKeyEmp_Article.htm
    • Larson, S. Unique Nature and Struggles of Traditional Small Nonprofits. Retrieve on June 16, 2010 from http://managementhelp.org/org_thry/np_thry/np_intro.htm
    • LASTBoardSource. (2007). The Nonprofit Board Answer Book: A Practical Guide for Board Members and Chief Executives, Selection and Development of Board Members (pp. 89-138). 2nd ed. San Francisco, CA: Jossey-Bass 
    • Loscavio, M. & Kile, R. (1996). Strategic Board Recruitment: The Not-for-Profit Model. Gaithersburg, MD: Aspen Publishers, INC.