HR Practices for Nonprofit Board Governance

By Mike Burns

Nonprofit boards often struggle with familiar challenges: recruiting the right members, setting clear expectations, evaluating performance and planning for leadership transitions. One way to bring greater structure and accountability to board governance is to view it through a human resources management lens. Boards are made up of people — and people are the most critical resource a nonprofit has. Applying human resources principles to board management can help nonprofits strengthen governance, improve performance and sustain leadership over time.

Human resources management focuses on attracting talent, developing skills, evaluating performance and planning for continuity. While these practices are most often associated with staff, the same concepts apply to boards of directors. When boards adopt structured processes similar to those used in human resources, they are better positioned to govern effectively.

When board management is viewed through a human resources lens, the question of responsibility becomes clear: The board must manage itself.

Just as staff performance is not left to chance, boards should take ownership of their recruitment, development and evaluation processes. When boards take responsibility for their own governance, they can ensure greater accountability and alignment with organizational goals. A standing governance committee is the ideal way to carry out this responsibility.

The Role of the Governance Committee

A governance committee functions much like a human resources department for the board. Its work should be ongoing, deliberate, and reviewed annually. A well-defined committee charter might include responsibilities such as:

Conducting regular assessments of board composition and leadership needs, as well as overseeing recruitment and recommending candidates for election or re-election.
Presenting a slate of officers, including board chair, for board consideration.
Overseeing individual and collective board evaluations and recommending follow-up actions.
Developing and implementing board orientation and ongoing development.
Articulating board member qualifications, roles and performance expectations.
Advising on succession and transition planning for officers, committee chairs and board members.
Reviewing and recommending updates to governance policies, bylaws, codes of ethics and related documents.
Monitoring compliance with applicable laws, conflict-of-interest policies and nonprofit governance best practices.

To lead the governance committee, I recommend appointing the board vice chair/president. On many boards, this role is designed as a pathway to the chair position, making it a natural fit for overseeing governance processes.

Chairing the governance committee gives the vice chair firsthand experience with recruitment, policy review, and strategic planning. This role deepens their understanding of board dynamics, member strengths, and development needs — all essential preparation for assuming the board chair role.

While staff support is essential, particularly for logistics such as scheduling meetings, distributing materials, and maintaining records, governance leadership should remain with the board. Boards should not expect staff to take on responsibilities such as recruitment strategy, agenda setting, or governance decision-making. Clear role delineation helps ensure accountability while allowing staff to support board operations effectively.

Applying Human Resources Practices to Board Sustainability

Human resources systems typically focus on recruitment, training, performance review, and retention. For a board of directors, these same activities are essential to long-term sustainability.

Recruitment should be based on identified needs rather than convenience. Orientation and development should be ongoing, not limited to a single onboarding session. Performance evaluations should be used as tools for growth, not avoided because they feel uncomfortable. Succession planning should be proactive, not reactive.

When boards fail to commit to these practices, governance weakens over time. When they do commit, boards become more engaged, more effective and better partners to executive leadership.

One Often-Overlooked Practice: Exit Interviews

One final HR practice that deserves greater attention in board governance is exit interviews.

Board member transitions can be sensitive, and departures are sometimes handled quietly or awkwardly. Yes, one of the final human resources management tasks for a nonprofit board is to learn about their board members’ experiences. Exit interviews provide insight into what worked well, what could be improved and where governance practices may need refinement.

Handled thoughtfully, exit interviews also help ensure departing board members leave with a positive impression of the organization. Former board members can become ambassadors, recruiters and donors — but only if their service ends on a constructive note.

A More Intentional Approach to Governance

Managing a board through a human resources lens does not require reinventing governance. It requires intention, consistency, and accountability. By treating board service as a structured leadership role — with clear expectations, evaluation, and development — nonprofits can build boards that are not only committed, but effective.

Strong governance does not happen by accident. Like any other critical organizational function, it must be managed.

The preceding content was provided by a contributor unaffiliated with NonProfit PRO. The views expressed within may not directly reflect the thoughts or opinions of the staff of NonProfit PRO.