Case Study: 6 Steps to Recruiting Inclusively for Heritage Boards

What is this case study about?

This case study was produced on behalf of Historic England by Dr Ambreen Shah, Associate at Getting on Board.

It draws on the experience of Historic Buildings and Places (HBaP). Founded in 1924 as the Ancient Monuments Society, Historic Buildings and Places champions historic buildings and places of all ages and types, working to provide a sustainable future for them.

Historic Buildings and Places also provide advice and expertise on the built historic environment, in particular, advising local planning authorities in England and Wales on all Listed Building Consent applications.

What are the key points?

What was the challenge?

Historic Buildings and Places was established 100 years ago. When the new CEO joined the organisation, the trustees had all served on the board for a long time. The longest-serving member had been a trustee for 38 years and the shortest for 8 years. Many were aged in their 70s and 80s.

In the past, board members had been recruited from within existing networks: "a tap on the shoulder from someone they knew". The widely held belief among existing board members was that openly recruiting would not attract new people. This meant the board was not diverse regarding age, background, and identity.

What actions were taken?

Historic Buildings and Places extensively researched best practices in recruiting and developing recruitment packs.

Designing an inclusive recruitment process

• Much thought went into the recruitment pack (see further reading). Among other considerations, the organisation was clear that:
  • It was seeking candidates under the age of 35
  • There was no expectation that applicants should have any prior board experience
  • It was looking for a diversity of voices
• In addition to having a clear role description (built on best practice), the organisation ensured it had a well-developed Frequently Asked Questions section. This detailed things such as the time commitment, timing of meetings, benefits of applying, and support new members would get
• Prospective candidates could chat with the CEO before applying. 20 people took up this opportunity
• The organisation avoided its previous habit of featuring many pictures of buildings, giving preference instead to images of people. This strongly indicated the "focus on the charity that we want to be"

Openly advertising

• The trustee roles were advertised widely but with very little budget (£200). Historic Buildings and Places had to be creative, so it advertised via the organisation's own social media channels as well as those of Young Trustees Movement and Women on Boards
• The budget was used for a paid advert on LinkedIn. The advert used hashtags to reach as many different people from as wide a range of sectors as possible

Sifting and interviewing applicants

• There was a concern that while setting out to recruit people with little or no experience, the organisation would end up moving those with the most experience to the top of the pile at the sift stage. A points-based sifting criteria was developed to avoid this bias. For example, you got 5 points if you were under 35, 5 points if you brought diversity of lived experience, 5 points if you were from Wales, and a lower score for skills and experience
• The interview panel comprised existing board members and some external support. This ensured there was a diversity of skills and perspectives on the panel, too

Running inductions

• 3 months before the first meeting of the new board, the CEO held a formal induction meeting. The CEO set out the organisation's assets and the challenges it faced now and going into the future
• The new trustees each had a meeting with a specialist governance consultant. This allowed them to understand their roles better
• The trustees were given the opportunity to bond as a group. They all went for a drink together and had their own WhatsApp group
• All board papers (including past ones) were uploaded to a shared folder. This could be accessed online by all members
• New trustees were paired with existing board members in a buddy system. The idea was that existing members would create space for new members to speak in their early board meetings, supporting them pre- and post-meeting and answering any questions they had
• The CEO met each new board member the week before the first meeting to address any questions they had about the board papers (in particular, the finance paper). The CEO decided 1-to-1 meetings were best to ensure new members could speak freely and not be worried about speaking in front of the whole board
• All new members were asked to come to the first board meeting with a question, so they all got a chance to speak, and everyone did!

Planning the board meeting

• Lunch was provided before the first meeting. This provided an opportunity for informal networking
• Everyone wore a name badge. This avoided any awkwardness
• There was a seating plan. This ensured new and existing trustees would mix

Following up

• After the meeting, the CEO followed up with all the new trustees. This was to check how the first meeting went from their perspective and to determine what else the organisation could do to support their inclusion
• The organisation set up an ongoing training programme. All trustees now receive regular updates on training they might find helpful

What was the outcome?

In total, 69 applications were received. All except 1 were from people of working-age, only 2 were men, and the youngest was 18.

Of these, 9 people were invited to interview, and 6 new board members were recruited (to make up a board of 14 people):

• All were under 40, with the youngest 23
• 4 were women
• 2 were men
• 3 were from the global majority
• 5 had skills that were being sought, and 1 brought a broader strategic outlook
• New trustees came from across the UK (a move to hybrid meetings meant where board members were located was no longer a barrier)

By July 2024, the board will have a 50/50 split of new and established members.

What lessons were learned?

• There’s a lot of information out there to help you, but it might take some research to find the best and most applicable for your organisation. Start with the Historic England Inclusive Heritage Advice Hub and Getting on Board
• It takes bravery to start the change process, with the knowledge that not everyone will come along with you. Make sure this process is handled with honesty and transparency so all involved can make informed decisions
• Change is a process that takes in-depth planning across different parts of an organisation and must be thoroughly planned to ensure all risks and challenges are considered and mitigated
• Open recruitment is more ethical and inclusive, but it can take more time and sometimes incur a financial cost. However, there are organisations that can help with this process. These include the Young Trustees Movement, Action for Trustee Racial Diversity, and Women on Boards

Further reading

There are lots of great resources (reports and webinars) on the websites of the organisations that supported this work:

Young Trustees Movement

Getting on Board

Women on Boards

Resources

HBaP Volunteer Trustee Recruitment Pack (PDF)

HBaP Chair of Trustees Recruitment Pack (PDF)

Key contact

Liz Power, Director at Historic Buildings and Places: [email protected]