Recruiting the best trustees
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The document discusses best practices for recruiting trustees to nonprofit boards. It recommends creating a compelling case for joining the board and providing a thorough recruitment package. Options for finding trustees range from leveraging personal networks to using headhunters. The recruitment process should include applications, interviews, references, and opportunities to learn about the organization. Maintaining diversity is also important through inclusive recruitment methods, convenient meeting times, accessibility, and term limits.
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Recruiting the best trustees
- 1. PM3: Recruiting the best trustees Ian Joseph, Trustees Unlimited Caroline Armitage, Chair of Livability #TRUSTEECONF2014
- 2. Recruiting the best trustees Ian Joseph Trustees Unlimited/Russam GMS
- 3. Context A lot has happened in recent years … Charities Act 2006 – focus on public benefit Charities Commission less light touch and more focussed on compliance Proliferation of other entities such as CIOs and CICs Economic storms Scrutiny over CEO salaries Legislation encumbering lobbying yet ….
- 7. Principles 1. Know your destination (your charitable objects) 2. Follow the instructions (your Mem & Arts) 3. Hire the right people (your trustees)
- 11. Recruiting the ‘Best of the Best’ • Create a compelling reason but be honest • Recruitment pack • Options • DIY – Your own network • Free service – Such as NCVO Board • A little more – TU/Reach/advertising • Blow the budget - Headhunters • Application process • Interviews • References • Meeting board and seeing the services • Induction!
- 12. Caroline Armitage Case Study
- 13. Livability •Overall Governance review •Skills Audit •Identifying succession timetable •Internal / personal networks vs. external •Personality challenges •Refreshment vs. retaining the ‘DNA’ of the organisation •Transition managment
- 14. Livability Next Steps •Move from skills audit to profiling •Continued management of Board size •Continued management of trustee terms – enforcing sunset clauses •Challenges of introducing a Trustee feedback process
- 17. Improving diversity • Use alternative recruitment methods – not just word of mouth • Make use of specialist job boards/ explore advertising on LinkedIn groups • Organise board meetings at times that are convenient to all • Have a set policy in place for expenses such as travel and childcare • Make sure the venue in which you hold your board meetings are accessible • Have arrangements for sign language or audio, Braille or large print • Set limits for trustee terms
- 18. Discuss!
- 19. NCVO/BWB Trustee Conference 2014 Developing exceptional governance #TRUSTEECONF2014
Editor's Notes
- As people arrive 9.30 – 10am
- Recent Ipsos MORI survey says only Drs and Police have a higher trust rating than charities. 6.7/10 versus 7 and 7.6 Public want to ensure a ‘reasonable proportion of donations gets to the end cause’ as most important factor affecting their trust. This issue is rising in the minds of people. Public trust and confidence underpins the work of charities.
- 40% people believe they benefit from charity. Think about yourself e.g. walk in the Woodland Trust/NT, kids play sport etc.
- Going to use the airplane as a metaphor. Flying is a risky business. Setting up or running an organisations is also a risky business. Imagine in the cockpit you have the board. In the back you have the beneficiaries. Let’s keep that in mind for a while.
- Imagine boarding a plane, last minute.com but not knowing where going. You will have probably packed wrong things. Worse, if Captain and Co-Pilot had different ideas about the destination. Is the whole board in alignment with vision/mission/values? In WWII female pilots used to transfer planes often reading the instructions of how to fly for the first time on the flight! If you get the instructions wrong what happens? Imagine boarding plane and pilot says “this is my first time flying an aeroplane with jet engines but I’ve got a thick instruction manual and the sun is shining, what can possibly go wrong?” SHARE Southwark Chairs Hiring the pilots with the correct temperament and talents is crucial. I’ll discuss more about this in a minute!
- Things have changed! Governance has become more complex: Group structures CICs & CIOs Competition Contracts and risks in the supply chain We need the best boards and that means THE BEST PEOPLE TO FLY THEM
- Why would you not want these people on the board? Yet they all attained significant positions of power and influence. How? Go back to pilot analogy …
- Which of these 2 would you prefer to be your pilot? Exhibit A: maverick, unpredictable. If you’ve seen the film you will remember that he tears up the rule book, flies past the control tower at near supersonic speed – in real life he would NOT BE APPOINTED Exhibit B: do you see the thumb sign? Does he take safety seriously? Do you think he understands his responsibilities? Probably a bit boring. When you are recruiting you have to be clear and expect candidates to know what is expected of them: Legal/fiduciary Time commitment When are the board meetings? Sub committees
- All seen boards like this. Diverse boards make for better decisions. Owe it to our beneficiaries to have the optimum decision making team. Notwithstanding everything I said about having boring pilots in the cockpit, my very good friend, sadly passed away, Stephen Lloyd used to say that the very best boards were comprised of people who could barley tolerate one another’s company but were held together by a very good chair! So with that in mind, let’s look at diversity.
- As people arrive 9.30 – 10am