A common scenario is: Nominating Committee meets for first, and perhaps only, time just before it is expected to present a slate of board nominees to the chapter board or membership. Because time is short, friends or acquaintances of nominating committee members are drafted to fill the open board slots. They're often told:"this won't take very much time!"

 
"A more reliable scenario is: chapter develops a process
for recruiting, orienting and retaining
board members
who fit the chapter's identified needs
and adheres to
that process."

A more reliable scenario is: chapter develops a process for recruiting, orienting and retaining board members who fit the chapter's identified needs and adheres to that process. The process is developed or tweaked by the Nominating Committee which meets regularly throughout the year.

A thorough process for recruiting and retaining new board members consists of some or all of the following steps:

1. Analyze current board composition (grid form is a handy tool -  click below to download in PDF format or ) to download in Excel 5/95/97 format).   http://www.himss.org/private/chapters/focus/recruiting_retaining.html

2. Determine where "gaps" are.

3. Write short profiles of desired board members to fill the gaps.

4. Circulate the profiles among board members to see if they know people who fit the descriptions.

5. Identify and cultivate candidates who can potentially fill the gaps.

6. Collect applications, resumes or vitae for potential candidates (and maintain them in a file for future reference).

7. Meet with, interview and screen candidates.

8. Decide which candidates to recommend; determine their interest in board membership and ensure they know what would be expected of them as board members.

9. Create the slate of new nominees.

10. Elect new board members using chapter election process.

11. Orient the new board members promptly and, perhaps, assign each one an old board-member "buddy" for three months.

12. Build cohesiveness and team spirit within the board by including periodic social opportunities in the annual board calendar (for example, potlucks, 30-minute refreshment and visiting period before board meetings, annual board picnic including family members).

13. Conduct an annual board member satisfaction survey and integrate suggestions for improving board performance.

14. Recognize board members and officers who are leaving the board.

An often asked question: once we determine our board gaps and develop the profiles of the people we are looking for, where do we find them?

The best places to tap for board members are within the chapter, itself-in committees, task forces or ad hoc committees put together for specific purposes (these members have already proven themselves and their interest), or among the general membership (especially those who regularly participate in chapter activities). People who have already been involved in the chapter come to the chapter board with knowledge of HIMSS. That gives them a head start in becoming members of the "team". From outside the chapter, work-place colleagues may also be suitable for recruiting. Other sources are businesses, organizations or companies in the community which employ health information systems professionals or allied professionals on their staffs. To tap such resources, one can frequently get assistance from directors or staff members of human resources departments.

In order develop a continuing and reliable pool of potential candidates, it is highly beneficial for chapters to promote and support the development of active committees and other volunteer opportunities. Through involving as many "players" in the chapter as possible, the board members a chapter needs will be right in its "backyard".

EXAMPLES

PROFILES OF BOARD MEMBERS TO BE RECRUITED

Susan Kaplan
Susan Kaplan has worked in the independent sector for the twenty-five years and volunteered for all sorts of causes for thirty-five. All of her work has related to developing organizational capacity for groups to achieve their purposes. She has developed training programs for boards and staffs, created organization development materials, consulted for organizations on program development, board and staff development and infrastructure, management issues, strategic planning, public relations and fund raising. Until her retirement and return to organization development consulting in May, 1999, Ms. Kaplan was an Associate Director of Chapter Services at the Alzheimer's Association. Ms. Kaplan received her BA degree from Brandeis University and her MA from San Francisco State University.