Board Development in Non-Profit Organizations:
Recruiting the Right Talent for Your Board of Directors

By Rick Kiel

Recruiting New Members is Key to Board Effectiveness

One of the most important roles of a non-profit board of directors is to attract and retain qualified people who can effectively meet the organization's needs. Turnover in board members for a variety of reasons results in an ongoing need to bring in new membership. If approached strategically, recruitment of board members can make a significant contribution to sustaining or reviving any non-profit board. 

To fulfill this role, the board must do the following:

• Be clear about its role in the organization.

• Get consensus agreement on its priority goals.

• Set criteria for ideal board members.

• Establish a method to recruit new members.

This article summarizes various practices Win Win has used to help clients develop and implement successful board development processes.

Do Board Members Bring the Three W's?

The first step to board recruitment is to define what is needed in new members. In one board development committee discussion we facilitated, a seasoned committee member announced, "We need people who can deliver at least one of the three W's: wealth, wisdom, or work. Wealth is the ability to contribute and raise funds to support our mission. Wisdom is the knowledge, experience, and skills needed to fulfill the governance function of the board. And work is the willingness, time, and talent to get the work of the board done on behalf of the organization." This is one simple and clever way to summarize some major areas of contributions to be expected of current and potential board members. 

More possible criteria are included in the following sample list of desired qualities for new board members:

•  Fundraising contacts, relationships, and willingness to deliver

• Evidence of commitment to and vision for the work of the non-profit organization

• History of support, involvement, and volunteering for the organization

• Time availability to commit to the organization

• Demonstrated board experience or other experience indicating ability to serve successfully

• Needed expertise and knowledge (as in accounting, law, or organizational development)

• Corporate linkages, access to influence

• Ethnicity, age, experience, or other diversity

• Chemistry and "fit" with existing board membership

You will want to work with your board to decide on what criteria are most critical for your board development process.

What Does Your Board Need?

After defining the qualities you want on your board, you are ready to assess your current board. What are the strengths of your current board members and what is their tenure and the timing of the end of their terms? How do they rate compared to the desired qualities you have identified? With the current board assessment done and the qualities of desired board members defined, you can then perform a gap analysis to see where to focus board recruitment efforts. The next step is to organize a board recruitment committee or mobilize the existing board development committee.

The Board Development Committee

Board member recruitment is typically taken on by a board development committee, which often consists of the past board chair and one or more other board members, and can be enhanced by key outside stakeholders who are close to your organization and have an extensive network outside the organization.

Getting Started

• Compile a list of names of prospective board candidates.

• Network and research possible prospects.

• Profile and prioritize prospects.

• Decide upon approach and keep board informed of process.

Working with the Board to Get Key Decisions Made

Engaging the board in the process is essential for alignment and support. For example, the board needs to decide:

• How many board positions need to be filled and by what effective date?

• What is the recommended timeframe to phase in additional members?

• Who are the priority candidates to be contacted?

• What is the selling point or attraction for prospective board members? For example, Win Win has worked with a board that believes board service is a learning opportunity and offers prospective recruits the chance to work in an area different from their main expertise or "day job."

Contacting Candidates

When priority candidates are identified, the board development committee is charged with contacting these candidates to gauge their interest in serving on the board. These discussions often include:

• Brief description of the organization and the candidate's interest in serving

• The prospect's WIIFM ("What's in it for me?")

• Expectations and commitments of board members (such as financial support levels and other operating practices and expectations)

• Expected term of service, in years, ending in "20xx" (or, if available, a shorter term)

At the end of this process, the committee will meet again to review feedback from candidates and finalize profiles of candidates to be presented. In the meantime, updates will be shared via phone and e-mail.

Outcomes and Timing

The goal of the committee's process to this point is to present a slate of recommended candidates for board approval at the board meeting preceding the beginning of the new terms. Results of the board development committee's work include:

• List of recommended board candidates

• Prospective board candidates for future consideration

• Other organizations to target for current or future board representation

Moving Forward with Your Enhanced Board 

Timely and well-planned follow through is important after board decisions are made. This may include the following actions:

• Communicate acceptance shortly after the board meeting.

• Invite the new member to the next board meeting.

• Schedule an orientation meeting before the next meeting.

• Welcome and celebrate the new board members.

• Involve them in the work of the board and committee assignments.