Giving board members opportunities to rate their job performance is a fundamental part of the overall board evaluation system and integral to best governance practices.
Embracing regular evaluations as part of the organization’s governance standards can contribute to the board’s overall teamwork and communication abilities. The evaluation process itself helps to reaffirm to the board’s directors their contributions to the organization. It can also highlight areas where each director, the board as a whole, or the organization should improve – thus establishing a plan of action. Additionally, performance evaluations can help elucidate the roles and responsibilities of the directors.
Performance evaluations of individual board members have been established as a good governance practices for public, private and non-profit boards. The self-evaluation process, initiated by the board chair, reinforces to the directors their accountability to the organization, the greater community served by the organization, and the resources consumed.
When to Conduct Board Member Self-Assessments
Mid-term evaluations help keep the directors focused on their service. They are also done during a point in time when any further training necessary for the remainder of the term can be identified. Additionally, mid-term assessments can fortify the directors’ contributions.
End of term or end of the year assessments are useful in determining whether or not another term is appropriate or desired by the directors. These assessments also serve as a platform for the board members to reflect upon their service and role, including any suggestions to the board regarding its future performance. Should a director have the opportunity and the desire to extend his or her service with the board, the end of the year assessment is an opportunity to set his or her goals for the next term.
Self-Assessment Criteria
The starting point of an individual self-assessment is to refer to the director’s job description and personal goals set at the beginning of the term. This will allow the assessment to incorporate the performance based on the fulfillment of job duties. Another dimension to be included is the organization’s mission statement and the degree to which the director can dedicate his or her service based upon it.
Each director should assess the evaluation criteria as an area of strength or an area for development. The ratings should be illustrated with concrete examples. This will promote balanced reflections of the director’s service.
Common criteria to be evaluated at the mid-term assessment can include the director’s:
- level of involvement in the decision-making process;
- level of participation in board committees;
- level of involvement in fund-raising;
- aptitude with external and internal communications;
- ability to support the organization;
- knowledge and awareness of the organization;
- capacity to read and understand the financial statements;
- level of participation in the recruiting process;
- level of participation in board meetings; and
- overall satisfaction for involvement.
Common criteria to be evaluated at the end of term can include:
- listing the most satisfying moment from the term;
- identifying how the director's service contributed to improvements in the organization;
- identifying the director's strength and weaknesses;
- listing involvement with board committees and board meetings;
- rating participation in the meeting discussions and decision-making process; and
- identifying how the director can further develop his or her skills as a board member.
Individual board member assessments contribute both to the individual director’s development and the development of the organization. These evaluations also assist with the planning for further growth opportunities for the board and its ongoing recruiting strategy.
