Page 62 - FGLN SC Onboarding Binder 2021

Best Practices
Flint and Genesee Literacy Network
Best Practices for Steering Committee Recruitment
The following steps support the recruitment process of Steering Committee members:
 Begin with what not who
The nominating process will initially be focused on what needs to be strengthened, by way of skill sets, demographics, etc., prior to addressing possible candidates.
 Take a look at our community. Does the Steering Committee reflect it?
Identify the demographics (race, gender, age, lived experience, skills, and community connectedness) that will help the Steering Committee look more like our community; identify areas to be strengthened as priorities to be considered in recruitment.
• Utilize the existing (2020) FGLN Steering Committee Demographic Self-Declaration Tool to complete a gap analysis and determine lifted priorities
 Emphasize skills and connectedness
Recognize that a variety of skill sets is needed for the Steering Committee to do its work effectively. Identify which skills are key/need to be strengthened and recruit committee members who bring skills that are needed.
Also recognize where we need to be connected with sectors in our community, especially those sectors that can help us achieve our mission. Recruit people who will help leverage connections that build the Steering Committee’s capacity to achieve results.
 Say it like it is
Following the demographics and skill sets/community connectedness analysis, capture the priorities that will guide the recruitment process in a statement that emphasizes what you are looking for. Examples: We need more young adults. We also need someone who has strong connections to xyz. Ideally, we will recruit at least one new member who brings greater racial/ethnic diversity to our committee, especially....
 Brainstorm possible candidates
Identify possible candidates that are a good fit with the identified needs. When possible, choose from active network participants, volunteers and/or donors. Involve others, especially chairs of sub-committees, in identifying exciting candidates.
 Develop an “A” list and a “B” list
Decide on candidates that meet several of the priority criteria and develop a backup list of strong candidates in case not everyone says “yes” to serving.
 Keep it simple and keep it consistent
When approaching possible candidates, use the Guiding Principles and Strategic Plan (2019- 2022) and the Roles and Responsibilities document that cover the pertinent facts new Steering