[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"doc-seo-246146-105":3,"detail-sidebar-cat-1-en-105":81,"doc-detail-246146-en":127},{"code":4,"msg":5,"data":6},0,"ok",{"site_id":7,"language":8,"slug":9,"title":10,"keywords":11,"description":12,"schema_data":13,"social_meta":74,"head_meta":76,"extra_data":78,"updated_unix":80},105,"en","board-needs-matrix-instructions-and-assessment-scale","Board Needs Matrix - Instructions and Assessment Scale","","Board Needs Matrix provides a structured tool for board succession planning by identifying strengths and weaknesses across current board membership. The template guides the board to agree the required skills, attributes, and experience, optionally set weightings, and have each director assess themselves and fellow members using a five-point competence scale. 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It can also serve as a starting point for evaluating board effectiveness more broadly.","Answer",{"name":66,"@type":61,"acceptedAnswer":67},"How are director assessments collected and scored?",{"text":68,"@type":64},"The board agrees the desired skills, attributes, and experience (and any weightings). Each director completes the matrix, rating themselves and every other board member using the five-point scale.",{"name":70,"@type":61,"acceptedAnswer":71},"What reports does the template generate after responses are collated?",{"text":72,"@type":64},"An independent person can collate responses to produce a board composite report showing total scores per member and totals per desired characteristic. It can also produce individual reports comparing each person’s self-assessment with the average rating from colleagues.","https://schema.org",{"og:url":32,"og:type":75,"og:title":10,"og:site_name":45,"og:description":12},"article",{"robots":77,"canonical":32},"index,follow",{"doc_id":79,"site_id":7},246146,1790619864,{"code":4,"msg":82,"data":83},"success",[84,89,94,99,104,109,113,118,123],{"id":85,"doc_module":22,"doc_module_name":25,"category_name":86,"show_sort_weight":87,"slug":88},11,"Presentations",90,"presentations",{"id":90,"doc_module":22,"doc_module_name":25,"category_name":91,"show_sort_weight":92,"slug":93},12,"Resumes",80,"resumes",{"id":95,"doc_module":22,"doc_module_name":25,"category_name":96,"show_sort_weight":97,"slug":98},14,"Invoices",70,"invoices",{"id":100,"doc_module":22,"doc_module_name":25,"category_name":101,"show_sort_weight":102,"slug":103},15,"Posters",60,"posters",{"id":105,"doc_module":22,"doc_module_name":25,"category_name":106,"show_sort_weight":107,"slug":108},16,"Social Media",50,"social-media",{"id":110,"doc_module":22,"doc_module_name":25,"category_name":29,"show_sort_weight":111,"slug":112},17,40,"forms",{"id":114,"doc_module":22,"doc_module_name":25,"category_name":115,"show_sort_weight":116,"slug":117},18,"Letters",30,"letters",{"id":119,"doc_module":22,"doc_module_name":25,"category_name":120,"show_sort_weight":121,"slug":122},21,"Paper Templates",5,"papers-templates",{"id":124,"doc_module":22,"doc_module_name":25,"category_name":125,"show_sort_weight":4,"slug":126},158,"General","general-158",{"code":4,"msg":82,"data":128},{"doc_id":79,"user_id":129,"nickname":42,"user_avatar":130,"doc_module":22,"category_id":110,"category_name":29,"doc_title":10,"doc_description":12,"doc_content":131,"file_id":132,"file_url":133,"file_type":134,"file_size":135,"view_count":55,"is_deleted":4,"is_public":22,"is_downloadable":22,"audit_status":22,"page_count":26,"language":136,"language_code":8,"site_id":7,"html_lang":8,"table_of_contents":137,"faqs":138,"seo_title":139,"seo_description":12,"update_tm":140,"read_time":22},1099523885074,"https://ap-avatar.wpscdn.com/davatar_9964176cb1d06d4a9deccf72a44ae3dc","Board needs Matrix  \nInstructions for using this template  \nThis‘needs matrix’has been designed to assist in board succession planning to assess the overall strengths and weaknesses of the board’s current membership. Because of the nature of the data collected, however, it may also be used as a starting point for a wider evaluation of board effectiveness.  \nKey steps:  \n1. The board should agree the desired skills, attributes and experience needed for the effective governance of the organisation. Consideration of board diversity and succession planning needs should be embedded in all these processes. Appropriate weightings (if any) should also be agreed.  \n2. Each director should then complete the matrix, assessing themselves and every other board member against each of the desired characteristics, using the five-point scale described below.  \n3. Ideally, someone who is independent of the board(for example, a governance consultant) should receive and collate the responses, to produce two separate reports:  \na. A board composite report that shows total scores for each(unnamed) board member and the total score for the board against each of the desired characteristics given the agreed weightings. This is for discussion by the board as a whole; and  \nb. a report for each individual that reveals their own self-assessment compared to the average rating given by their colleagues. If agreed in advance it is worthwhile revealing individual scores to the chair for discussion with those individuals.  \n4. The board should discuss the implications of this analysis of the current board composition in the light of the challenges facing the board. It should develop a strategy for strengthening the board as seems indicated.  \n\n| Scale Description |  |\n| --- | --- |\n| 5 | Exceptional competence\u003Cbr>Possesses exceptionally well-developed and relevant skills and abilities, as well as the appropriate personal qualities in relation to this criterion. Demonstrates outstanding performance, perhaps supported by extensive experience (10 years +) and relevant formal qualifications. |\n| 4 | Fully Competent\u003Cbr>Possesses well-developed and relevant skills and abilities. Performs consistently well against this criterion, perhaps supported by a high level of experience (5 years +) and a relevant qualification. |\n| 3 | Mostly competent\u003Cbr>Possesses relevant skills, abilities, and personal qualities sufficient to demonstrate a generally adequate level of competence. Further experience and/or professional development would boost performance. |\n| 2 | Basic competence only\u003Cbr>Demonstrates some skills, abilities, and personal qualities relevant to the criterion. Professional development required to become competent. |\n| 1 | Minimal/no competence\u003Cbr>Unable to demonstrate adequate skills, abilities, and personal qualities for this criterion. |\n\n\n| Desired Characteristics | Weighting | Self | Name 2 | Name 3 | Name 4 | Name 5 | Name 6 | Name 7 | Unweighted Total | TOTAL |\n| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |\n| SKILLS |  |  |  |  |  |  |  |  |  |  |\n| Ability to think strategically | X 2.0 |  |  |  |  |  |  |  |  |  |\n| Analytical, critical reasoning and problemsolving skills |  |  |  |  |  |  |  |  |  |  |\n| Strong financial literacy and analytical ability | X 1.5 |  |  |  |  |  |  |  |  |  |\n| Oral communication skills | X 1.5 |  |  |  |  |  |  |  |  |  |\n| Ability to understand and relate to\u003Cbr>stakeholders |  |  |  |  |  |  |  |  |  |  |\n| ATTRIBUTES |  |  |  |  |  |  |  |  |  |  |\n| Ethical, open, honest, trustworthy, high levels of\u003Cbr>integrity |  |  |  |  |  |  |  |  |  |  |\n| Independence and inquisitiveness | X 1.5 |  |  |  |  |  |  |  |  |  |\n| Ability to establish quality relationships |  |  |  |  |  |  |  |  |  |  |\n| Ability to work as a team player | X 2.0 |  |  |  |  |  |  |  |  |  |\n| Preparedness to work hard and commit time and effort to do the job | X 1.5 |  |  |  |  |  |  |  |  |  |\n| Has an outcomes focus |  |  |  |  ","cbCain7chGYTTkQm","https://ap.wps.com/l/cbCain7chGYTTkQm","pdf",157908,"English","# Instructions for using this template\n## Key steps\n## Five-point competence scale\n## Desired characteristics and weighting","[{\"question\":\"What is the purpose of the Board Needs Matrix?\",\"answer\":\"It supports board succession planning by assessing the overall strengths and weaknesses of current board membership. It can also serve as a starting point for evaluating board effectiveness more broadly.\"},{\"question\":\"How are director assessments collected and scored?\",\"answer\":\"The board agrees the desired skills, attributes, and experience (and any weightings). Each director completes the matrix, rating themselves and every other board member using the five-point scale.\"},{\"question\":\"What reports does the template generate after responses are collated?\",\"answer\":\"An independent person can collate responses to produce a board composite report showing total scores per member and totals per desired characteristic. It can also produce individual reports comparing each person’s self-assessment with the average rating from colleagues.\"}]","Board Needs Matrix - Instructions and Assessment Scale | PDF",1789233573]