Biography executive director evaluation

An organizational climate survey staff survey periodically implemented can also provide good feedback for the executive. For this reason many people will choose not to participate in a unless the executive has encourage and solicited their input. Except in arts organizations where there is a managing director and an artistic director, the board has a single point of delegation.

Both within the evaluation process and outside of it, the board should never direct staff other than the executive. If the board as a whole or individual board members get involved when staff members are upset with the executive, the board undermines the authority of the executive. This makes it impossible for them to effectively carry out their role as the chief executive of the organization.

By engaging with staff directly outside of the grievance or whistle blower policies the board is crossing the line between management and governance. While the board hires and can terminate the executive, it is important for the board to realize that their relationship with the executive is not one of a usual work supervisor. A supervisor assigns tasks to their employee and works with the employee on a day to day basis.

They observe the employees performance from many angles and participate in the same organizational structure and operate with the same constraints and processes. It is these end results and policy compliance that the board has the responsibility to monitor. The board as a whole, or board officers, can ask the executive to act or provide information so that the board can better perform its governance role or so that board members can better support the executive and the organization.

If a board member has an issue with the executive they should handle that issue individually by a speaking with the executive. The executive is under no obligation to take direction from any individual board member. Only official actions of the full board are binding on the executive. Once the board has determined the timing, process, and specific reporting requirements for the annual executive evaluation and consideration of their salary, it is very important to write it all down and include it in the board policy manual.

While necessary changes can be made, the board should avoid tinkering with the process or the goals and reporting requirements. The board will get more benefit over the long run from having a stable and well-known process so the executive is focusing on the long term success of the organization and not the next evaluation. When making pay decisions, the board should consider organizational performance and the pay being provided by comparable organizations of a comparable size.

You may also want to look at the by the subsector like arts, housing, education etc. There are also national nonprofit salary surveys. The evaluation can include:.

Biography executive director evaluation

The questionnaire can use a ranking system and include space for comments. Once the board of directors completes the survey, the board chair can summarize and share the responses with the executive director. During this meeting between the executive director and board chair, the two can set performance objectives for the upcoming year.