(Part 2) Strategic Board Recruitment Volunteer Nonprofit Board Members: A Practical Guide
By Bonnie Hilory
Introduction
"Nothing is more important to the health and sustainability of your organization than getting highly qualified and enthusiastic people to serve on your board." - BoardSource.org
This guide builds on the Strategic Board Recruitment framework to provide practical steps for finding, evaluating, and onboarding new board members for your nonprofit organization.
Understanding Board Structure and Fit
Board Size Considerations
Micro: Each state establishes minimum requirements (typically 3-5 members)
Small: 5 to 10 members
Mid-sized: 11-25 members (average size of 15-16)
Large: 26 to 50+ members
Types of Boards and Their Evolution
Working Board: Typical for startups, members perform operational tasks
Fundraising Board: Focus shifts to resource development as organization grows
Governance Board: Mature organizations with professional staff and policy focus
Most nonprofits evolve through these stages, and many boards simultaneously engage in all three functions. The journey from startup to maturity requires regular assessment and adjustment based on organizational needs.
Financial Commitment
Board members should make annual financial contributions meaningful to their individual circumstances
Clear expectations about giving should be established during recruitment
Remember: "If a board member refuses to donate, why should a donor or a foundation give?" Many foundations now require this as part of their eligibility requirements for funding.
Board Culture
Organizations should regularly assess:
When to hire staff to take over board duties
When to shift focus between working, fundraising, and governance functions
How to maintain appropriate board engagement as the organization evolves
Finding Board Candidates
Recruitment Sources
Current or past board members (use cautiously to maintain diversity)
Family and friends (use judiciously)
Online platforms:
Community resources:
Local United Way
Chamber of Commerce or economic development groups
Service clubs (Rotary, Lions, Kiwanis)
Local military bases
Organizational channels:
Website, newsletter, email communications
Social media platforms (LinkedIn, and Facebook)
Signature links to volunteer match postings
Events (in-person or digital)
Stakeholders:
Donors, sponsors, and endowment supporters
Program participants and volunteers
Prioritization and Vacancy Notices
Establish priorities: diversity, community representation, specific skills
Create concise vacancy notices (one page when possible)
Include clear recruitment contact information
Candidate Evaluation Process
Initial Information Session
Meeting with Executive Director/CEO or Board President should cover:
Candidate's questions about challenges, board member roles, governance structure
Organizational information: time commitments, contribution expectations, financial health
Materials to share: position description, financials, annual report, strategic plan overview
Application Review
Request cover letter, resume (or LinkedIn profile), and references
Ask candidates to include a clear statement of interest
Establish consistent review criteria
Interview Process
Assign two board members to interview each candidate (provides multiple perspectives)
Develop standard interview questions to ask all candidates
Sample interview questions:
How did you hear about our board opening?
What is your previous involvement with our organization?
What is your understanding of this board's function?
Why are you interested in joining this board?
What experience qualifies you to serve?
Describe your volunteer experience
What is your experience working with teams?
Tell us about resolving a conflict situation
What is your understanding of diversity?
Describe your experience working with diverse populations
How much time can you commit weekly?
Do you prefer in-person or remote/virtual engagement?
Assessment Considerations
Having two interviewers helps when opinions differ
Plan for alternate interviewers in case someone is unavailable
Both the candidate and board members need to feel comfortable
If either party declines, consider alternative involvement (committee work, events)
Before voting, ensure candidate receives position description, member agreement, and bylaws
Nomination and Election
Interviewing board members typically nominate candidates
Nominators should provide colleagues with insights about candidate fit
Board manages selection through private discussion and voting (without staff participation)
Board Orientation
Orientation Process
Develop a comprehensive checklist
Involve at least one board member ( I recommend two) and senior staff (ED/CEO or development director)
Complete orientation before the candidate's first official board interaction – This is often missed.
Smaller organizations: one-on-one orientation
Larger organizations: group orientation (promotes bonding)
Orientation Materials Checklist
Required documents:
Signed Board Member Agreement (time and financial commitments)
Professional headshot with release form
Emergency contact information
Business cards (if provided)
Approved board bio for communications
Committee assignment confirmation
Term length and attendance expectations
Board notebook/materials:
Strategic plan
Board roster with contact information
Staff organizational chart and list
Organizational history
Programs and services overview
Event calendar
Committee descriptions and recent minutes
Board meeting minutes
Board policies and bylaws
D&O insurance information
Additional elements:
Board mentor assignment (if applicable)
Name tag information confirmation
Introducing New Board Members
Internal announcements:
Current board members
Legacy/heritage board groups
Staff and volunteers
Organizational members (if applicable)
External communications:
Newsletter feature
Website update
Press release to relevant publications
Follow-Up and Integration
Initial Check-Ins
Schedule follow-up from:
Executive Director/CEO
Board President
Nominations Chair
Board Mentor (if applicable)
Feedback Process
Conduct formal check-in within first 30 days
Request written feedback on satisfaction, excitement, and concerns
Identify both positive experiences and areas for improvement
Use feedback to refine recruitment and onboarding processes
Contributed by Bonnie Hilory, Nonprofit Accelerator Principal/Founder.