From schools to MATs: is your board ready? Part two

There must now be a mindset switch to recruit to boards expertly, proactively, and thoroughly.

Relying on network-based recruitment strategies may not bring about change. We understand that recruitment is difficult and can be time-consuming, so we recognise that many boards may feel inclined to use their ‘little book of contacts’ to help ease the process. However, this practice has been taking place across many schools and MATs for years, and I need only to point you to part one of this series and anecdotes above to evidence that this is unlikely to bring about the change needed and the skills required.

Best recruitment practice is not simply placing an advert onto an advertising site for two weeks and responding to the interest that comes in. It is understanding where to advertise, how to advertise, and what to advertise as the key aspects of your role. When a prospective candidate comes to interview for your position, your expectation is for them to ‘bring their A-game’, and so to find the best talent, you too, must be as proactive and ‘bring your A-game’. This means engaging with them from the moment they consider applying, right up until the day that they interview.

Asking the clerks or governance professionals to source candidates, (on their often part-time, term-time only contract) will not help you broaden your horizons when finding new trustees. It adds an additional workload pressure to individuals whose skillsets may not naturally lie in this area. To broaden your reach and find the most relevant talent, you must dedicate the right resources, care and attention to your recruitment process. Working with your HR and resourcing team to help them understand your governance needs is one option, or reaching out to employers in the region and asking their HR teams to consider sharing the opportunities with their employees is another. You could look to free governor recruitment services or consider working with a specialist recruitment partner.