Before a recruitment campaign begins, a number of crucial areas must be discussed and addressed. Critically, you must decide what you are looking for. Certain organisations might want specific skills to support the achievement of strategic objectives, some might want to attract the best and brightest talent and minds, and others might want to sign up individuals with contacts and a high profile.
It is important to consider the part played on the board by beneficiaries and those who offer specific skills for altruistic reasons. It is important to achieve a balance between the non-execs who challenge and those who offer support, but this does not have to be mutually exclusive.
Your search should cover a wide field to heighten the chances of finding the ideal trustee, rather than one with just some of the desired skills. Diversity in its broadest sense brings real strength to an organisation, not just in terms of age, gender and ethnicity, but also in regard to regional and economic background. You should also consider what groups are important to the charity and whether their representation would be useful in achieving your objectives.
Once you are clear about what you need, it is important to define the process, confirm your timetable, gain the commitment of key people and develop the communications strategy and marketing material to support the campaign. This is no different to recruiting a paid member of staff. Outline what you want from a potential trustee, including the required level of commitment. Agree your shortlist and interview criteria and make sure these will be teased out in the application and interview process.
Consider where the people you want to attract are and how to develop their interest. Don’t forget to promote the benefits of joining your organisation. If you intend to use a recruitment agency, consider their track record in your area.
Once potential candidates have been identified conduct your due diligence: it can be useful for them to observe a board meeting. On appointment, a comprehensive induction should take place.
This is an excerpt from Grant Thornton’s charity governance review ‘Navigating a changing world’ which covers the underlying governance practices and disclosures made in the Trustees’ reports of the top 100 charities in England, Wales and Scotland.
The report provides some practical advice on how to disclose good governance and how the top 100 charities’ governance and disclosures compare to FTSE 350 companies, as outlined in Grant Thornton’s recent corporate governance review ‘Plotting a new course to improved governance.’
Download it here.
