International Co-operative Governance Symposium. Competency-Based Assessments September 2013
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1 International Co-operative Governance Symposium Competency-Based Assessments September 2013
2 2 Learning Objectives 1. Understand how to determine the appropriate skills and competencies for your governance environment and engage board members in the change process 2. Design a sample competency matrix and review tips for customizing a skills-based assessment to the needs of an organization 3. Understand how to assess governance performance including a skills and competencies approach that is non-biased 4. Understand how to anticipate and measure the positive impact that governance performance can have on your organization
3 Methodology 3
4 4 Methodology The Passive Board The Certifying Board The Engaged Board The Intervening Board The Operating Board Functions at the discretion of the CEO Offers limited activity and participation Has limited accountability Ratifies Management preferences Certifies to shareholders that CEO is doing what Board expects Emphasizes independence of Directors Stays informed as to performance Establishes orderly succession processes Partners with CEO to provide insight, advice, and support to CEO on key decisions and implementation Recognizes responsibility to oversee CEO and corporate performance Two way discussion on key issues and decisions Time spent defining roles and behaviours required to enhance contributions Typical mode during a crisis situation when the Board becomes intensely involved in discussions of key decisions facing the organization Intense Board meetings called on short notice Board makes key decisions, Management implements Not uncommon in start-up situations Source: David Nadler, Beverly Behan and Mark Nadler, Building Better Boards a Blueprint For Effective Governance (Wiley, 2005)
5 5 Board Leadership Clearly articulated rationale Board member buy-in Board champion
6 6 Competency Matrix Tool for deliberate discussion Ties competencies to the vision/mission Used for assessment, recruitment and development Includes: Experience Expertise Personal characteristics Definitions
7 7 Skills and Competencies Consistent with fiduciary, regulatory and strategic objectives A range of levels: Basic Good Strong Expert Gaps are used to inform recruitment an development activities
8 8 Governance Assessments Activity-based Results-based Competency-based Insights Generated Based on competencies Gaps to be filled Plans for how best to fill the gaps
9 9 Process Self-assessment 4 point scale Third-party interview 12 point scale Consistent approach across directors Discussion about personal contributions and value from skills and competencies
10 10 Sample Credit Union Attributes Leadership Board and CEO Performance Management Regulatory Environment Credit Union Operations Financial Literacy Strategic Planning Governance and Ethics Risk Management Oversight Audit and Compliance Oversight Drop off your business card if you would like me to you a sample assessment matrix with definitions
11 11 Recruitment and Elections Responsibility to inform voters of the competencies that will drive value Recruit and nominate against the required skills and competencies Education and development plan for each director and the board overall
12 12 Role of the Governance Committee Reviews the inventory of skills Considers director succession issues Identifies competencies for focus during recruitment Board approval Nominating Committee Endorsement (or not) of candidates
13 13 Director and Board Development Matrix results identifies the gaps Development responds to the gaps and the results of recruitment Measureable outcomes Continuous improvement Succession
14 14 Achievements The board is engaged in the strategies of the organization clear lines can be drawn between the discussion of the board and the strategic outcomes of the organization The board has the competencies to focus on substantive issues
15 Four Disciplines of Execution 15
16 Methodology 16
17 Kim Andres, FCUIC, MBA, CMC, ICD.D
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