How to screen for successful recruitment

There is a real risk in both of these issues. If we drag people onto our boards kicking and screaming, are we sure that they will make a contribution at all or even turn up? The dangers in this are that we can burn out those that continue to contribute year on year, but for those that are on the board - in name only - they are putting themselves at risk, as they are potentially liable for the decisions the board make even if they aren't there!

On the other hand, we might get to an AGM with three vacancies and no nominations. In many cases these vacancies will be filled from the floor at the AGM. Is this a good process? What do we know about the people who have just put their hand up at the AGM? Do we know anything at all?

A proper recruitment process shouldn't start 21 days from the AGM, it should start well in advance of that. We should have a plan in place for our future and we should be looking at what gaps might exist on our board to help drive that plan to reality. Consider putting in place a nominations committee to help vet and shortlist candidates. This way when the notice for the AGM goes out there are suitable candidates and relevant information about them going out to all members to help inform them about the election.

The screening process is a delicate one:

• Do we need to do police checks?
• Do we need to do a background check?
• How and when are we going to induct?
• Do we need a mentor in place to help support transition?

These should be questions answered well before an AGM.

The risk of not doing proper checks can lead to significant issues even for smaller organisations. When a preschool can be embezzled out of more than $200,000 by a new president (who had only been on the board for a very short time) you can see how quickly things can spiral out of control.

So what should your process be?

While not every organisation needs to follow this process, they should all consider the following

1. Regularly review your constitution and the formation/structure of your board.

2. Based on your strategic plan, what types of skills and experience are you going to need in the future? Conduct a gap analysis of your current board.

3. Ask half way through the year if any current board members are considering standing down.

4. Consider the need for a nominations committee and the structure for it.

5. Actively recruit using your own networks - highlight how they will be inducted and why they should be involved (Our free Board Matching Service can assist too.)

6. Follow your constitution's requirements to ensure you comply with notice and nominations requirements, and give members some background on the people nominating.

7. Try, as much as humanly possible, to get to an AGM with all vacancies filled. Consider casual vacancies rather than just accepting anyone from the floor.

8. Ensure you are going to have a quorum of members at your AGM (and they are eligible to vote.)

9. Induct them into the organisation highlighting all of their duties and obligations (not just the legal ones.) Do we appoint a board mentor to smooth the transition?

10. The chair should follow up after a few meetings to check in and see if they have any questions and to see how things are going.

Recruitment for your organisation's board is critical for its success - don't take it lightly.