Governance Professional's 360 Review
The Board appoints the Governance Professional. As the leader of the Board, the Chair should make sure the Board collectively give the Governance Professional what a good boss gives their team members: motivation, control, advice, support, and mentoring.
The advantages to undertaking an annual evaluation of the performance of a Governance Professional include:
- Creates self-awareness for the Governance Professional
- Identifies training opportunities
- Strengthens the Governance Professional’s relationship with the Board
- Gives the Board a better insight into the Governance Professional’s work
- Helps clarify expectations
This tool has been designed to assist the Chair (or any nominated board member except the CEO/Principal) with this process. The tool takes note of the Department for Education’s Clerking Competency Framework, the job description issued by the Governance Professional's Special Interest Group, and The Chartered Governance Institute’s Competency Framework for Governance Professionals.
The performance appraisal of the Governance Professional should be carried out by the Chair of the Board. A 360-degree appraisal, where feedback comes from members of the governance professional’s immediate work circle, including the Board, can be beneficial. Most often, 360-degree feedback will include direct feedback from the Chair and CEO/Principal, as well as a self-evaluation.
The tool can be used as an ‘off the shelf’ product assessing the following four areas of competency:
- Understanding Governance
- Advice and Guidance
- People and Relationships
The Governance Professional assesses and comments on their performance against the criteria.
Access to the survey is then set to allow contributions from the Chair and Principal/CEO. The Governance Professional would usually oversee this process, setting up access, and generating the report.
Once all have completed the survey and made comments accordingly, a report is generated in the form of a personal development plan. This details points of strength, areas for strengthening and directs the Governance Professional to ask themselves specific questions in order to facilitate and drive their development. The report is passed to the Governance Professional for them to complete the Reflections and Comments section of the report and action plan. The Governance Professional may find benefit from enlisting the support of a coach or mentor at this point, to support him/her to interpret the results and discuss relevant development opportunities.
Acting on the outcomes of effectiveness reviews is as important as undertaking them. Therefore, it is recommended that this report and action plan are shared with a mentor/coach. The review itself will not improve the performance of the Governance Professional, this only comes from a commitment on their behalf to develop and become more effective.
Regardless of the evaluation process used, do not forget that Governance Professionals need feedback all year round. Like any employee, Governance Professionals need praise and acknowledgment for work well done, and immediate feedback when problems arise. In the best situations, the Board Chair and Principal/CEO have established a good working relationship with the Governance Professional where constant feedback flows in both directions. The annual formal evaluation is an important component of, not a substitute for, those relationship.
Run the Tool
To access the tool, please click on the link below.
Pages from a generated report are illustrated below.
A full list of criteria for each of the four areas of competency, are available for download below.