Board Member Person Specification

Notes

  • This specification covers both Muir Group Board Members and their role for the Association; MPS Directors and their role for the Company; and their duties towards the Group as a whole.
  • There are additional competencies and enhanced commitments applicable to those in positions of office.

Introduction

Board Members are appointed on the basis of the skills, knowledge and experience required amongst the memberships of the Group’s Boards and Committees. They must also possess a number of core competencies and be able to make the necessary commitment. All Board Members are encouraged to undertake training and other learning opportunities in order to expand their skills, knowledge and experience and to develop their competencies.

This person specification is designed to guide Board Members in fulfilling their duties and responsibilities as effectively as possible. It will also be used to support the appraisal of Board Member performance.

This role profile and person specification is intended to set out the generic requirements of Board Members. 

Skills, Knowledge and Experience

Each Board Member is appointed on the basis that they can contribute strengths to the skills, knowledge and experience required on Boards and its Committees. Any gaps in skills, knowledge and experience will be a consideration when carrying out succession planning and recruiting new Board Members. The extent to which individuals have made effective use of their strengths in skills, knowledge and experience will be taken into account as part of annual appraisals.

Board Members will also be required to share the Group’s mission and vision and uphold and demonstrate the Group’s values and the principles for which it stands.

Core Competencies

Core competencies are used to measure personal effectiveness in the ability to lead, inspire and add value to governance and service delivery. The performance of Board Members will be assessed annually and will focus on the core competencies set out below.

Strategic Thinking and Direction:

  • Influences the development of the mission, vision and strategic aims and objectives.
  • Understands the difference between strategy and operations; delegates responsibility effectively to executives and other employees.
  • Is sensitive to the political, economic, social and technological external impacts upon residents and the business.
  • Anticipates and understands risks and consequences at a strategic level for the Association/Company and the Group as a whole.
  • Identifies opportunities and brings forward new ideas for business strategy and organisational effectiveness.
  • Encourages creativity, is open to new ways of working and able to adapt flexibly to change.

Analysis and Understanding:

  • Demonstrates clear analytical intellect; assimilates and makes sense of complex data, evaluates options and understands different perspectives.
  • Focuses on the key issues and makes them clear to others.
  • Understands the sensitivities of key assumptions in business propositions.
  • Satisfies themselves on the integrity of financial information and risk appraisal.
  • Possesses confidence to provide challenge, asks questions appropriately and keeps to appropriate level of detail.
  • Brings an original perspective to discussions.

Decision Making:

  • Shows independent judgement and original thought.
  • Signs up to the collective ownership of decisions once agreed irrespective of position taken in debate.
  • Actively participates in the decision making with objective analysis, reasoned and rational judgement of the issues in hand.
  • Prepared to take difficult decisions and measured risks; is not easily deflected by obstacles or problems.
  • Respects and is open to the views of others in discussions on key issues.
  • Focused on the vision, strategic objectives and priorities when making decisions.

Communication and Interpersonal Skills:

  • Engages effectively with key stakeholders as an ‘ambassador’.
  • Builds and maintains good relationships based on personal credibility and integrity; respects and maintains confidentiality.
  • Communicates clearly and persuasively; expresses opinions, listens and takes account of the views of others.
  • Challenges without appearing aggressive; prepared to say what people may not want to hear.
  • Expects constructive feedback; is aware of own strengths, weaknesses and motivations.
  • Gets to know individuals and their aspirations.

Team Working and Development:

  • Supports a strong team spirit; able to work collaboratively.
  • Works with senior management in productive working relationships built on mutual respect.
  • Works as a part of the team and adds value to Board/Committee work.
  • Demonstrates commitment to Board/Committee work; is reliable and punctual and comes fully prepared.
  • Supports others, praises achievements and celebrates success with the team.
  • Open to learning and development, for self, employees, and the Board.

Organisational Purpose and Ethos:

  • Commits to organisational purpose within the context of constitutional objects.
  • Open to the views of residents and broader customers in the development of strategy, policy, standards and service delivery.
  • Supports the development of organisational culture built around the values.
  • Committed to the recruitment and development of a skilled and competent workforce.
  • Values successful partnership working with organisations that add value to the Group’s work.
  • Promotes and demonstrates leadership in relation to equality, diversity and inclusion.

Commitment to the Role

Board Members are expected to have the capacity to be able to commit to fulfilling their duties and responsibilities as effectively as possible. As a guide, the following (equivalent days) commitment is expected:

  • Attending 1-2 days’ induction training in the first 3 months following appointment, as commissioned by Muir.
  • After induction being able to commit around 20 days a year to the role to include:
    • Effectively preparing for, attending and participating in formal Board and Committee meetings (plus panels, working groups and any special meetings called from time to time).
    • Attending the AGM, away days and training activities.
    • Participating in ad hoc discussions and electronic communications between meetings with other Board Members and employees.
    • Preparing and attending own annual appraisal meeting.

Board and Committee meetings are usually held in the daytime. Board Members often carry out their preparation time in evenings and at weekends.

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