Filling the gaps in your board

One of the worst things about a group having the wrong board members is that the problem can be self-inflicted. Luckily there are processes you can work through which will maximise the chances of identifying effective potential board members who you can then recruit.

Step 1 - Work out the skills required

The first step towards any successful recruiting process is to evaluate what your board lacks or could do with more of.

There are some fancy labels out there for some of the processes groups can go through to find out the skills they need - skills audits, SWOT analyses, etc - that can seem a little intimidating to the uninitiated.

But they needn't be, and in fact these types of formal processes can be very useful when used correctly.

More information on them is available:

• An Our Community help sheet on undertaking a SWOT analysis.
• A Department of WA template for conducting a skills audit (note, this includes some sector-specific information that may not be relevant to your organisation).

This two-stage process is also another option:

1. A self-analysis driven by the organisation's vision, mission and strategic plan.
2. A gap analysis to identify the skills board members already have, as well as those needed by the organisation in order to move forward and achieve its mission.

Whichever method you use you must identify the skills gaps your board needs to fill.

This will help you refine your recruitment process and not waste time on prospective board members that don't have the skills you need, and who are unsuitable for your group.

Step 2 - Work out the desired attributes

In addition to looking at the skills your board requires it is just as important to consider some of the personal attributes you would like a new board member to possess:

• Do you need another assertive voice for boardroom discussions?
• Would a person with the "gift of the gab" be helpful?

Your board's diversity should be considered at this point. Think about whether your board lacks diversity based on gender, race, age or experience.

And you may also want to recruit someone to your board who might be:

• A professional or member of the business community.
• Part of your consumer or client group.
• An existing volunteer, supporter or donor.

Of course, all these things can be considered, but none have to be part of a "must-have list of attributes" for a potential board member.

You may want to expand your diversity by recruiting a young person, for example, or a woman. But that doesn't mean that your board should be locked into recruiting someone that fits this attribute and either:

1. Lose out on another good board member who doesn't quite fit the attributes you have identified; or,
2. Run the risk the person who does have the desired attribute not be the best candidate for the position.

Blindly following the first option might damage your group. Blindly following the second option increases the chance you will end up with an ineffective board member - and could even be construed as tokenism.

Your group should look for a balance between the attributes you would like to see in a new board member and the skills and abilities your board has identified as necessary.

Aim for the best of both worlds; doing so increases your chances of finding an effective board member.