7. Create a robust process

A robust process will comprise a thorough planning phase, an extended period in the market (using a combination of advertising, social media, and/or executive search), a longlist phase (if you are working with a partner) during which the executive search consultants will interview candidates on your behalf, a shortlist, and the final assessment. With luck, this will lead to an offer being made and accepted. Most search firms will argue this takes approximately 12-14 weeks. Below we outline things to consider during each tranche.

The process needs to be time-bound, with dates for applications closing, and for shortlisting, clear to candidates so the process is transparent. Interview dates need to be nailed into diaries right at the start. And it needs to be long enough – the more different you want your candidate pool to be, the more time you will want to have in the market: those with less orthodox or more diverse careers and backgrounds may need greater encouragement to overcome any latent scepticism or doubt.

Step 1: Planning phase

Before deciding to engage the market

• Form a nominations committee
• Create clear objectives
• Define priority order of requirements

Step 2: Engagement phase

1-6 weeks

• Consult key Stakeholders
• Confidential candidate reports
• Explore virtues of diverse experience
• Discuss relevant areas of motivation, values-fit, leadership and other key skills

Step 3: Longlist phase

7-9 weeks

• Develop a graded diverse longlist
• Confidential candidate reports
• Explore virtues of diverse experience
• Discuss relevant areas of motivation, values-fit, leadership and other key skills

Step 4: Shortlist

10 – 12 weeks

• Provide insight into each candidate
• Arrive at shortlist that matches the original criteria while providing a diverse choice
• Candidates & client preparation for interviews

Step 5: Final assessment phase

12 + weeks

• Client interviews
• Feedback to candidates
• Offer management & negotiation
• Formal referencing
• Integration & on-boarding

Planning phase

The first question to ask is who will lead the process.

This might be a decision on whether you are going to embark on the recruitment round yourselves or hire professional support from an executive search firm. Almost regardless of this, it would be advisable to constitute a nominations committee (in whom decision-making powers are vested).

For the appointment of a chair, the chair of such a committee or panel may be the vice or deputy chair or similarly senior trustee. It may also be someone with HR or recruitment experience. Ideally, the panel will constitute between three and five individuals who represent a variety of protected characteristics as well as different styles. If it is impossible to create a diverse panel, you should consider bringing in an independent panel member to assist during the process. This may be a senior volunteer, a leader from a similar organisation, or someone who knows the organisation well.

Too often the appointment of chair or trustees ends up being led by the chief executive. This is not good practice and can lead to problems later. However, a ‘chemistry test’ meeting for the final candidates with the CEO is important – an informal chat to ensure the relationship will be constructive.

For the appointment of trustees, the panel should be led by the chair. When new trustees are needed the same attention should be paid to getting the candidate profile right as with a chair or chief executive appointment. A similar recruitment process should be put in place. Increasingly, organisations are looking to appoint multiple trustees at one time. Ensuring you are clear about the mix of skills and styles you want around the table is important. Take time to create a matrix against which you can measure candidates; one that includes not just functional expertise such as financial, legal or commercial track record, but also softer skills.

You will want to include both essential requirements and – handy in the event of needing to decide between two good candidates – desirable ones. As with the chair appointment, a small nominations committee will act to ensure everything is kept on track.

Recruiting a chief executive is one of the most important roles for a board of trustees and its chair. Without question, the chair should lead this appointment. The key to a successful outcome is to produce a fresh, clear and agreed role description and person specification at the outset (not just dust off the old ones) and agree a robust, auditable process and timeline. An appointment such as this will require real investment of time, energy, and emotion.

Plan in from the beginning what the final stages will look like – will there be a panel of SLT members (for CEOs)? Will you involve service users? How will their feedback be included, and is it clear to them if they have a voice,
a vote or a veto?

For any search the key decision-makers should be involved throughout the search, to ensure they are fully sighted on the candidates and hear feedback from the market.

During this planning phase, consider the following:

• What are you really looking to achieve with this appointment?
• What are your non-negotiables? Why? How would you prioritise them?
• What skills, experience, or style do you need?
• Do you need interim arrangements in place?
• What do you really mean by ‘diversity’?
• How will you assess your candidates (this will be different for executive and non-executive roles) and at what stages?
• How will you involve your key stakeholders and at what stage? Whose input will you include?
• What channels, platforms and networks are you going to use to proactively target the widest audience possible?
• Is what you are looking for achievable?
• Are you really up for change? Have you thought about how the organisation will feel different? How will everyone ‘budge up’ to make room for change?