Board recruitment and succession
Board vacancies can easily be filled through existing contacts and personal recommendations. While networks can be valuable, relying on them alone may limit the range of skills, experience and perspectives available to the organisation.
Effective recruitment starts with what the organisation and its board need, rather than simply who happens to be available.
Why it matters
Boards need an appropriate mix of skills, knowledge, experience and perspectives to fulfil their responsibilities effectively. A planned approach to recruitment and succession can help organisations address skills gaps, maintain continuity and prepare for changes in key leadership roles.
What effective practice looks like
Regular consideration of the skills and experience represented on the board and any gaps that may need to be addressed.
A clear and documented recruitment process with appropriate criteria for prospective board members.
Clear terms of office and succession arrangements that allow organisations to anticipate upcoming vacancies.
A structured induction process covering the organisation’s governing documents, finances, strategy, responsibilities and current priorities.
Common weaknesses
Recruitment relies primarily on existing personal or professional networks.
There is no documented process for filling board vacancies.
Key knowledge or responsibilities become concentrated in long serving board members without adequate succession planning.
New members receive board papers but little structured introduction to the organisation or their governance responsibilities.
Questions your board should be asking
If a key board member stepped down unexpectedly, how prepared would we be?
When did we last consider the skills and experience our board needs?
Do we have a clear and documented recruitment process?
Does our induction process give new members what they need to contribute effectively?
Succession planning should not begin when somebody announces that they are leaving. Building it into regular board planning can make transitions more orderly and help preserve organisational knowledge.