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NYCON Presentation Recruitment and Retention Strategies for Boards April 7th Binghamton
1. Recruitment & Retention
Strategies for
Board of Directors
April 7, 2011 | Binghamton, NY
Presented by:
Doug Sauer, Chief Executive Officer
dsauer@nycon.org | 800.515.5012
Community Focus w Statewide Impact w National Network
2. Key Learning
Objectives
• Recognize what motivates board members to excel in
their role & obligations
• Become aware of methods & tools for board strategic
assessment, recruitment, orientation, retention &
development processes
• Understand the importance, role & responsibilities of a
Board Development Committee
• Explore problem-solving strategies for improving your
board’s performance
3. Ask Yourself…
How did you first get involved on the board?
And, what motivates you to stay involved?
4. Board Members…
Give: May Get:
• Time • Personal Satisfaction
• Expertise • Commitment to Mission,
• Community/Constituent Cause, &/or Community
Perspective • Professional Growth or
• Credibility Networking Opp’s.
• Influence • Benefit to Employer or Self
• Resources • Recognition
– Directly or Access to
– “Give, Get or Get Off”?
• Commitment to Excellence
– Care, Obedience & Loyalty
5. What is Board
Development?
• The process of creating, maintaining & improving the
functioning, effectiveness & productivity of board
leadership & governance
• It Goes Well Beyond Recruiting & Nominating!
7. What Does A Board
Development Committee
Do?
• Develops strategic board development goals, short & long
term
• Assesses overall board functioning & composition in
relationship to those goals
• Regularly reviews board & officer job descriptions,
qualifications & performance expectations/standards
• Assesses individual board member & officer performance
• Manages communications with existing board members
& officers re: renewal of terms, retirement, etc.
8. Board Development
Committee (continued)
• Plans for multi-year leadership succession
• Recruits & nominates board & officer positions
• Designs & implements orientation along with
ED/CEO
• Encourages & coordinates ongoing development &
training opportunities
• Monitors & makes recommendations with respect
to ethical conduct
• Reviews bylaws & proposed amendments
9. Think About…
• How is your board organized to do board
development?
• How well does it work?
• And, what is the role of the ED/CEO?
10. Be Aware of…
• What your Certificate of Incorporation, Charter
and/or Bylaws may state with respect to
composition
• Contractual, licensing or accreditation
requirements & standards related to structure
or composition
Are you compliant?
11. Who Are Your Board
Assets & Weaknesses?
Perform an assets & needs inventory:
• Knowledge of & commitment to mission & org.
• Talents, specialized expertise & skills
• Board & leadership experience
• Influence, contacts, etc.
• Diversity & representation
– Ethnic, racial, religious, age, etc.
– Geographic, political, industry, etc.
• Consumer participation
• Other?
12. Examples of Measures
for Overall Board
Performance
• Progress with strategic goals, objectives & work plans
• How well do committees function?
• % of Board Members who attend board/committee meetings?
– Number of meetings you don’t have quorum
• % of Board that contributes $ annually & level of significance?
• Effective meeting management
– Duration of meetings
– Meeting productivity – actions & priorities
– Board vs. staff participation
• Board & Officer turnover
13. Examples of Measures for
Individual Board Member
Performance
• Time & expertise contributed
• Attendance (number & percentage)
• Constructive participation/engagement
• Influence & representation (activities or results)
• Donations (give or get)
• Attended training/development opportunities
• For officers & committee chairs, performed duties as
required
• Conflict of interest issues
14. Tips for Assessing
the Board, Officers &
Members
• Have clear goals & expectations for the organization & for
individuals
• Formally assess annually & consider doing so in writing
• If the bylaws or policies are obstacles or not conducive to
effective governance, propose changes
• Promote & protect confidentiality & handle sensitive situations
very carefully
• Share results with the board, but avoid unnecessary
personality-based discussions
• Don’t allow mission & performance to be adversely affected
by personalities, unhealthy relationships, etc.
15. From Assessment to
Nominations &
Recruitment
• What are the biggest challenges you
experience around the nominations
& recruitment process?
• What have been your most
successful strategies in identifying
new board members & why?
16. Plan Ahead: Design a
Nominations &
Recruitment Strategy
1. Know required process & timeframe (bylaws)
2. Consider multi-year goals & strategies
3. Identify individuals, groups & organizations whose
purpose, skills or contacts relate to mission, needs
& goals
4. Take the time to develop strategic relationships that
will support recruitment now & in the future
17. Plan Ahead
(continued)
5. Develop the application (forms, interviews) & the
selection process you will use
• What do you want to know about prospective board
members?
6. Define & clarify Board/ED roles in contacting,
orienting & “making the ask”
18. Finding Board Members:
Consider Extending Your
Network
• Current board members’ networks or affiliations
• Stakeholders: Members, donors, consumers, etc.
• Consider their extended network
• Other nonprofits, churches or community groups
• Higher education & schools
• Government employees (check ethic laws/restrictions)
• General public: Do you open your process?
– Advertise/announce opportunities on your website,
professional association newsletters or websites, local
newspapers, online listings or matching services, etc.
19. Additional Strategies
• Check with local United Way, volunteer programs,
Online programs (i.e. Board Net), etc.
• Have non-board members serve on select committees
(check bylaws)
• Appoint newer board members to board development
committee
• Involve experts, those with influence, others in an
advisory capacity
• Hold an open house
20. Prepare Before You Meet
with a Prospective
Member...
• Develop pertinent materials - Orientation starts now!
• Designate an initial contact person
• Use person who is most familiar
– If ED/CEO, involve a board member as well
• Develop your “pitch” - what tone will you set regarding
the board’s expectations of its members?
• Have them visit your organization initially or as a follow-
up
21. Be Prepared for
Questions
• Who are the other board members?
• What are your board meetings like?
• Are you fiscally sound & fiscally responsible? Can I have
a copy of the audit & IRS Form 990?
• Is the organization in a crisis? If there are financial
problems, what is the plan?
• What are the board’s major goals, challenges & plans?
• What is the time commitment, participation & expectation
standards?
22. More Possible
Questions…
• How/what can I contribute as a board member?
• What committees do you feel I should serve on?
• What opportunities are there for board learning?
• How effective are the programs?
• How does the board work with executive leadership &
staff?
• What are the relations between the organization and other
like nonprofits? Government? Business?
• Do you have directors & officers liability insurance?
Be prepared for more in depth questions specific to expertise
23. Sample Questions to
Ask Prospects
• What do you know about our organization & how does
our mission interest you?
• What motivates you to consider joining our team? (if
prospect has indicated interest)
• What are your previous board experiences & what is your
understanding as to how a board should function?
• Given our expectations, what, if any,
concerns or limitations do you have?
• How do you feel you can contribute
to our board team?
24. Recruiting “What
If’s?”
If they say “NO”
• Ask why & if time is an issue; ask if they would join a committee
or be willing to consider the opportunity at another time
• Thank them, respect their decision & keep them informed
If they say “MAYBE”
• Find out what additional info might aid their decision
• Offer opportunity to visit the agency, meet other board members
or to experience a board meeting
If they say “YES”
• Let them know the timing & next steps in the process
• Make sure to follow up quickly
25. From Recruitment to
Orientation: Tools
• Welcoming, inclusive participatory environment
• Orientation Sessions
• One-to-one meeting with leadership
• Formal training sessions
• Meetings with key staff
• Pre-board service
• Board Mentor or “buddy” system
• Annual Retreat
• Ongoing support
• Board manual
27. Keys to Retaining Good
Board Members
• Respect & use each members’ skills, contacts &
time as effectively as possible
• Build structures & processes that are effective &
efficient
• Provide growth & leadership development
opportunities
• Strengthen working relationships
• Foster ties to mission
28. Retention Strategies
• Leadership stability - succession planning, grooming
& mentoring officers and committee chairs
• Modeling productive relationships - support effective
communication
• Strategic planning
– Have an engaged process
– Address board development issues & needs
• Working committee structure - tied to organizational
goals
31. Key Best Practices
Summary
• Create a Board Development Committee
• Clearly define officer & other leadership roles
• Organize a board assessment/evaluation process
& tools that are goal-based
• Run meetings well
32. Key Best Practices
Summary (continued)
• Do follow-up “check-ins” with board members,
especially those who are absent or appear dissatisfied
• Conduct exit interviews with those leaving board
• Consider non-traditional recruitment strategies
– Be willing to go outside of your comfort circles
• When recruiting, be positive but also be realistic &
transparent about the organization’s status, needs &
directions
• Formalize orientation process with comprehensive
materials & have key board & staff leader participate
33. Key Best Practices
Summary (continued)
• Promote ongoing board education & training
opportunities, both within & outside the organization
– Include governance goals & development in strategic plan
• Carefully define role of staff in process
• Celebrate board leadership, participation & achievements
