"Board Performance Evaluation Form"

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Board Performance Evaluation Tool
This simple tool is designed to assist in assessing the effectiveness of the board. The tool takes the form
of a series of assertions which should be awarded a rating on a scale of 1 to 3 by individual directors
or by the board as a whole. Once complete, the matters should be discussed at a board meeting.
Discussions facilitated by a third party are often able to bring additional value to the process.
1 = Hardly ever/Below average, 2 = Average/Most of the time/Above average, 3 = All of the
time/Fully satisfactory.
Behaviours
1
2
3
Comments
Setting strategy
All Board members support and debate the organisation’s
strategy and values, enabling them to set the tone from the
top.
Strategy
All Board members have a clear understanding of the
organisation’s core business, its strategic direction and the
financial and human resources necessary to meet its
objectives.
Board performance
The Board sets itself objectives and measures its
performance against them on an annual basis.
Managing Board meetings and discussions
Board meetings encourage a high quality of debate with
robust and probing discussions.
Managing internal Board relationships
Board members make decisions objectively and
collaboratively in the best interests of the organisation and
feel collectively responsible for achieving organisational
success.
Managing the Board’s relationship with others
The Board communicates effectively with all of the
organisation’s stakeholders and seeks their feedback.
Board members’ own skills
Board members recognise the role which they and each of
their colleagues is expected to play and have the
appropriate skills and experience for that role.
Reaction to events
The Board responds positively and constructively to events
in order to enable effective decisions and implementation
and to encourage transparency.
Chairman
The chairman’s leadership style and tone promotes
effective decision-making, constructive debate and ensures
that the Board works as a team.
Chairman and CEO relationship
The chairman and the chief executive work well together
and their different skills and experience complement each
other.
Attendance and contribution at meetings
All Board members attend and actively contribute at
meetings.
Open channels of communication
The Board has open channels of communication with
executive management and others and is properly briefed.
Risk and control frameworks
The Board’s approach to reviewing risk in the organisation
is open and questioning, and looks to learning points from
events, rather than blame.
Board Performance Evaluation Tool
This simple tool is designed to assist in assessing the effectiveness of the board. The tool takes the form
of a series of assertions which should be awarded a rating on a scale of 1 to 3 by individual directors
or by the board as a whole. Once complete, the matters should be discussed at a board meeting.
Discussions facilitated by a third party are often able to bring additional value to the process.
1 = Hardly ever/Below average, 2 = Average/Most of the time/Above average, 3 = All of the
time/Fully satisfactory.
Behaviours
1
2
3
Comments
Setting strategy
All Board members support and debate the organisation’s
strategy and values, enabling them to set the tone from the
top.
Strategy
All Board members have a clear understanding of the
organisation’s core business, its strategic direction and the
financial and human resources necessary to meet its
objectives.
Board performance
The Board sets itself objectives and measures its
performance against them on an annual basis.
Managing Board meetings and discussions
Board meetings encourage a high quality of debate with
robust and probing discussions.
Managing internal Board relationships
Board members make decisions objectively and
collaboratively in the best interests of the organisation and
feel collectively responsible for achieving organisational
success.
Managing the Board’s relationship with others
The Board communicates effectively with all of the
organisation’s stakeholders and seeks their feedback.
Board members’ own skills
Board members recognise the role which they and each of
their colleagues is expected to play and have the
appropriate skills and experience for that role.
Reaction to events
The Board responds positively and constructively to events
in order to enable effective decisions and implementation
and to encourage transparency.
Chairman
The chairman’s leadership style and tone promotes
effective decision-making, constructive debate and ensures
that the Board works as a team.
Chairman and CEO relationship
The chairman and the chief executive work well together
and their different skills and experience complement each
other.
Attendance and contribution at meetings
All Board members attend and actively contribute at
meetings.
Open channels of communication
The Board has open channels of communication with
executive management and others and is properly briefed.
Risk and control frameworks
The Board’s approach to reviewing risk in the organisation
is open and questioning, and looks to learning points from
events, rather than blame.
Processes
1
2
3
Comments
Composition
The Board is the right size and has the best mix of
skills to ensure its optimum effectiveness.
Terms of reference
The terms of reference for the Board are
appropriate, with clearly defined roles and
responsibilities, ensuring that the right issues are
being addressed.
Committees of the Board
The Board’s committees are properly constituted,
perform their delegated roles and report back clearly
and fully to the Board.
Company secretary
The company secretary acts as an appropriate
conduit for the provision of information to the
Board and support to the chairman and directors.
Meetings and administration
The Board meets sufficiently often, and with
information of appropriate quality and detail, such
that agenda items can be properly covered in the
time allocated.
Timeliness of information
Information is received in sufficient time to allow
for proper consideration, with scope for additional
briefing if necessary.
Agenda items
The Board agenda cycle covers all matters of
importance to the organisation, is prioritised and
includes consideration of corporate reputation, its
enhancement and the risks surrounding it.
Annual General Meeting
The company makes best use of its Annual General
Meeting.
External stakeholders
The Board has defined its external stakeholders and
ensures that the organisation has the right level of
contact with them.
Risk management
The Board uses an active and well-structured
process to manage risk, taking account of the
organisation’s activities and the breadth of functions
across the business.
Induction and training
Board members receive proper induction on
appointment and ongoing training is available to
meet development needs.
Succession planning
There is appropriate succession planning for key
Board members and senior Executives.
Performance evaluation
Board members are individually subject to an
annual performance evaluation that measures their
contribution and commitment.
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