The Good, The Bad and The Ugly… of Board Appointments

In the ugly world of securing a board appointment the unfortunate thing is that it is still networks that are the answer…
So there are still some positions that are filled within small, closed networks in which formal processes such as interviews and recruitment drives are missing and the appointee usually comes from the same background and culture as those who already sit on the board in question. Trying to infiltrate a closed network is almost impossible and securing an appointment can prove to be a futile task. Codes of best practice address this issue by recommending organisations have open and transparent recruitment processes.

Supporting Principle of Section B2 of The UK Corporate Governance Code states that: “The search for board candidates should be conducted, and appointments made, on merit, against objective criteria and with due regard for the benefits of diversity on the board, including gender.”

Hopefully as boards start to take notice of the business benefits of best practice, these closed networks will begin to open up. I further recommend that when recruiting to the board, attention is paid to diversity in relation to the composition of the board including age, gender and ethnicity.

In summary, the ugly of securing a board appointment is this; if you don’t fit a particular profile, statistics say you won’t make it.

The Bad of the good the bad and the ugly relates to the number of candidates that apply for each position. I know of many examples of non-executive director positions attracting hundreds of applications from high calibre, competent and experienced board members This means that to secure a position, you will have to invest time to ensure you can secure the appointment and demonstrate the qualities that you bring to the organisation. The process itself is quite straightforward, as I will demonstrate later, however, it does require a certain amount of work and success is not guaranteed. While there is not only the issue of small networks to crack, vacancies that are advertised can attract huge interest meaning that you have to do something to ensure that you and your application form stand out.

I will detail steps to take in securing a board appointment later but investing time in CV writing, thorough application forms and research will stand you in good stead when dealing with the bad.

The Good… is spurred on by a growing recognition that good governance is likely to lead to having a high performing board. Given this, organisations are creating robust and professional recruitment campaigns which aim to attract applicants from different backgrounds and recruit particular skill sets to cultivate good balance on the board.

The good news is that the process of board appointments is becoming increasingly objective and skills-focussed. Although I argue that we should be adopting more sophisticated recruitment practices to tackle diversity that not only consider skills but also background and balance on the board, I welcome the approaches by which boards have a formal process of determining the skills and attributes required for their board. At last, this provides an open and somewhat more objective process than board appointments being about trying to get in the right network.

There are many commentators who offer advice about the best way to secure an appointment and gaining experience on the board at a smaller organisation or charity may help when seeking to secure a public sector appointment. However, if you are looking for a private sector appointment, be advised that board experience in a smaller organisation or not-for-profit may not be enough.

If you are clear about what you have to offer then getting an appointment can be split into three simple steps:

1. Finding out where the appointments are:
Conducting research to locate suitable board vacancies is an essential part of securing a board appointment. Some of the initial groundwork will include identifying which sector you would like to secure a board appointment in. If you are seeking your first appointment, I would recommend that you search for positions as governing body members in local schools or a position at a local charity. If you have unpaid board experience and would like to progress to securing a paid board appointment, vacancies with housing associations or within an NHS Trust may be a good way to start.

There are several sources where board appointments can be found; I have listed some of them below:

a. Job listings in the national press such as the Guardian or the Sunday Times.

b. Websites including:
1. www.wig.co.uk
2. www.uk.jobrapido.com
3. www.strike-jobs.co.uk
4. www.publicappointments.cabinetoffice.gov.uk which lists vacancies in public office which you can filter by department. Appointments listed on this site include the following bodies and departments: Companies House, Ministry of Justice, Ministry of Defence, HM Treasury, Foreign and Commonwealth Office, Department for Work and Pensions, Department for Environment, Food & Rural Affairs, Department for Business, Innovation & Skills and Department for Culture, Media & Sport.

c. Member Based Organisations who send out vacancies to their members, many of whom charge a membership fee. One example is the Whitehall and Industry Group.

d. Networking – the importance of which I cannot stress. Networking not only raises your profile but also helps you to meet new people from different backgrounds and sectors which can be a win win in terms of learning about board vacancies or meeting new people who you can invite to apply for a position on your board.

2. Getting an interview:
Time spent completing a good application form will make a huge difference when it comes to shortlisting. Alongside this, I recommend that you invest time in refreshing your profile and CV, getting help from a recruitment consultant as needed and definitely recommended when pursuing paid appointments.

Once you have secured an interview, you should brush up on your interview techniques and ensure you know what being a board member is actually about! You will also need to ensure that you meet the criteria outlined in the vacancy and while some skills are transferrable and I would not deter you from stretching yourself when applying, it’s unlikely an organisation will fill a vacancy which requires financial expertise with someone who has no experience in that field!

3. Demonstrating you are fit for the role:
Board membership takes commitment, drive and a passion and duty to promote the long-term success of the company. As such, there must be a level of dedication right from the offset that will include the giving of your time and expertise to ensure that your contribution makes a difference to the business of the board.

Given this, you must ensure that you are competent to be able to effectively undertake your role on any board you are appointed to.

Here’s some advice for the interview process:

a. Before – Make sure you understand what the role will involve in terms of time and duties. Some boards will require you to attend full board meetings and also take on responsibilities as a committee member with many committee meetings being held outside of the main board meeting. Ensure you can commit to what is required. If applying for your first appointment at a school, contact the school to arrange a learning walk. If applying for a charity vacancy, attend one of their events in your local area. Do all you can to ensure you raise your profile and demonstrate your interest.

It would be remiss of me to not mention here the benefits of the Effective Board Member Programmes which equip you with the right level of knowledge and insight to be a competent board member. Completion of the programme also demonstrates to organisations that you have taken the time to invest in yourself in relation to your role as a board member. For more information about the Effective Board Member Programmes, please visit www.effectiveboardmember.co.uk.

b. Interview Day – The usual rules apply here. Arrive on time, dress appropriately, be professional, ask questions etc.

c. After the Interview – Deal with any requests for further information, references, checks in a timely manner. Ensure that you engage in the induction process offered by the organisation and if there isn’t one in place, request that you are appropriately inducted. Schedule time in your diary to familiarise yourself with board papers and ensure you declare any interests you have that may affect your ability to remain independent when decisions are made. A crucial aspect of being a board member is making sure that you undertake training that contributes to your effectiveness.

So, there you have it, a rough guide to securing a board appointment. Of course, this blog can only explore the surface of this issue but I hope that in what can be a daunting world, I have offered you some insight into how you can secure your next board appointment.

Until next time…