Recruiting trustees is one of the most important tasks a charity undertakes. The board sets the tone, provides oversight, and ultimately holds responsibility for the organisation’s purpose and direction. Despite this, many charities still approach recruitment in an ad hoc way, often leaning on personal networks or reacting to gaps as they arise.

A more considered, structured approach not only strengthens governance but also helps ensure your board reflects the community it serves and is equipped to meet future challenges.

Below are some practical steps we often see working well.

Why Trustee recruitment matters

Trustees carry significant responsibilities. They are collectively accountable for:

• Setting the charity’s strategic direction 
• Ensuring financial sustainability 
• Upholding legal and regulatory duties 
• Acting in the charity’s best interests at all times 

An effective board is rarely accidental. It is deliberately built to bring together a breadth of perspectives, experience and judgement. Recruitment, therefore, should be viewed not as filling vacancies, but as strengthening the overall capability and resilience of the board.

1. Start with a skills and diversity audit 

Before beginning any recruitment process, it is worth stepping back to assess the current composition of your board. 

Consider:

• What skills or expertise are currently underrepresented, for example finance, legal, fundraising or digital
• Are there gaps in lived experience or community insight
• Does the board reflect a diverse range of backgrounds, perspectives and ages

A simple composition matrix can be a useful way to map this. It need not be complex, but it should give you a clear line of sight between what you have and what you need.

2. Write a clear role description

Clarity is often underestimated. Many potential trustees, particularly those new to governance, are deterred by uncertainty around expectations. 

A strong role description should set out:

• The purpose of the trustee role
• Key responsibilities
• Expected time commitment, including meetings and preparation
• Required and desirable skills or experience
• The support, induction and development available

Being upfront about expectations tends to attract candidates who are both informed and committed, which benefits everyone involved.

3. Broaden your reach

One of the most common limitations in trustee recruitment is a reliance on existing networks. While trusted referrals can be valuable, they rarely deliver diversity or new thinking on their own.

Consider advertising through:

• Trustee recruitment platforms such as ACEVO, CharityJob, Reach Volunteering or Charterpath
• Professional networks, including LinkedIn
• Volunteer centres and community organisations
• Your own website and social channels
• Trusted newsletters (Sayer Vincent has a monthly newsletter that has a free trustee recruitment slot)

It is also worth paying attention to tone. Accessible, inclusive language, without unnecessary jargon, can make a significant difference in who feels encouraged to apply.

4. Make the opportunity appealing 

Trustee roles are voluntary. People are giving their time, skills and energy, often alongside demanding careers and other commitments.

What tends to resonate is:

• A clear articulation of your mission and impact
• The difference trustees can help make 
• Opportunities for learning and development
• A sense of a supportive, inclusive board culture 

Put simply, people are drawn to purpose. Make sure yours is front and centre.

5. Keep the process transparent and structured

A well run process reflects well on the organisation and helps build trust from the outset. 

Good practice typically includes:

• Using a simple application process, rather than relying solely on informal conversations
• Shortlisting against agreed criteria linked to the role description
• Conducting interviews, formal or otherwise, with more than one panel member
• Giving candidates space to ask questions and explore the role

A transparent process is not about formality for its own sake. It is about fairness, consistency and making good decisions.

6. Prioritise inclusion and accessibility

There is increasing awareness that structural barriers can prevent individuals from joining boards, even where they are well qualified to contribute.

Practical considerations might include:

• When meetings are held, daytime versus evenings
• Whether participation can be remote or hybrid
• Reimbursing reasonable expenses such as travel
• Providing clear and supportive onboarding, particularly for first time trustees

Encouraging applications from underrepresented groups, explicitly and actively, can help broaden the pool in a meaningful way.

7. Provide a strong induction 

Appointment is just the beginning. A thoughtful induction sets new trustees up to contribute effectively and with confidence.

This might include:

• An overview of the charity’s work, strategy and priorities
• Key financial and governance information 
• Opportunities to meet staff and fellow trustees
• Clarifying expectations and how the board operates

Some organisations find it helpful to pair new trustees with a more experienced board member for informal support in the early months.

8. Think beyond immediate needs 

Recruitment is most effective when it is anticipated rather than reactive.

Taking a longer term view can involve:

• Maintaining a pipeline of potential future trustees
• Identifying and developing future board leaders
• Periodically reviewing board effectiveness and composition

Succession planning, in particular, is often overlooked, but it can make transitions far smoother when the time comes.

Common pitfalls to avoid

• Recruiting only from existing networks
• Being unclear about expectations 
• Overlooking the importance of diversity and inclusion
• Rushing the process
• Failing to properly support new trustees once appointed

Final thoughts

A well composed board underpins the long-term success of any charity. Taking the time to approach trustee recruitment thoughtfully, grounded in clarity, inclusivity and strategy, can make a lasting difference.

For many organisations, this is an area where a degree of external perspective can also be helpful, whether in shaping the process, refining role descriptions or supporting governance reviews. The priority, however, remains the same, to bring together individuals who are committed to the mission and able to contribute meaningfully to its future.

Quick checklist

✔ Conduct a composition audit

✔ Write a clear role description

✔ Advertise widely

✔ Use a structured process

✔ Prioritise diversity and inclusion

✔ Provide a strong induction