Recruiting NFP Directors Part 3 - Assembling Your Recruiting Materials

With your building blocks in place, you will be ready to assemble the final part of your recruitment materials. There are 3 vital documents which will allow you to approach potential directors with confidence:

• A statement of what the board will expect of new directors. This should have been previously agreed by the board. It should cover matters like the annual board schedule, including commitments outside board meetings such as the annual strategy retreat, if you hold one, and fundraising events; a willingness to align with your organisational values; and preparedness to sign up for the way the board works together, as set out in the board protocol. A reasonable assessment of the amount of time which a new director would need to spend to meet the necessary duties and commitments is also a great help in giving a realistic picture of the job, and in ensuring that the new director will know what they are up for.

• A letter setting out the major terms of the appointment. The letter should be clear on the term for which the new director is being appointed, and a summary of any of the “expectations” which are of a sufficiently formal nature to warrant inclusion.

• The sales pitch which you will present to potential appointees. You need to give candidates a great and compelling story if you want to get the best ones. The sales pitch should cover:

Why we want you – including the skills, experience and personal qualities identified in stage one, the skills analysis; how we found you; why we think you would be a great fit for our board and our organisation

What our organisation does – a summary which can be supported by other accessible written material if necessary

What we can offer you – such as comprehensive board papers, sound management, good risk management, board training and development, or any other strong features you might like to emphasise

“What’s in it for me?” – what a director in your organisation can expect to get out of being involved, beyond just a warm inner glow. This might include exposure to new networks of contacts, the opportunity to receive training or learn new skills, value for your CV or any other tangible positives you can identify.

With these materials assembled, you can now establish the actual recruitment process.

The Board Coach