Tag Archive: director evaluation

Tools & Insights for Effective Board and Director Evaluations

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The practice of conducting full-board, committee, and/or individual-director evaluations has largely become commonplace. Ninety percent of respondents to the 2016─2017 NACD Public Company Governance Survey: Aggregate Results say their companies conduct full-board evaluations. Approximately 78 percent of respondents facilitate committee evaluations, and 41 percent conduct individual director evaluations, the survey finds.

The New York Stock Exchange since 2003 has required listed companies to disclose how their boards address evaluations. Although Nasdaq-listed companies have no such requirements, many conduct these assessments to enhance governance standards. NACD has long been an advocate for routine board, committee, and individual-director evaluations as part of a larger strategy of continuous improvement.

In keeping with these listing requirements and recommendations from our research, NACD recently created the Resource Center on Board Evaluations. Resource centers are repositories for NACD content, services, and events related to top-of-mind issues for directors. In these resource centers, individuals can find practical guidance, tools, and analyses on subjects varying from board diversity to cyber-risk oversight. Below we have highlighted a sample of helpful materials from our new board-evaluations resource center.

Thought Leadership & Research

The Report of the NACD Blue Ribbon Commission on Board Evaluation: Improving Director Effectiveness explores how boards and directors can use self- and peer-assessments to enhance board performance and director effectiveness. The report emphasizes that, while there is no one-size-fits-all approach to board evaluations, a commitment to ongoing assessments is indispensable when it comes to enhancing  corporate governance practices and performance.

Expert Commentary

The NACD Directorship magazine article “The Argument for Yearly Board Evaluations” by Salvatore Melilli, national audit industry leader for private markets at KPMG, examines the importance of assessments specifically for private company boards. Less than half (48%) of respondents to the 2016─2017 NACD Private Company Governance Survey say their boards conduct full-board evaluations.  Melilli’s article highlights several reasons why evaluations are critical to improving oversight evaluations. They can help vet company and board culture, identify gaps in talent or skillsets, and streamline processes for the board to engage in difficult conversations with the executive team.

Boardroom Tools & Templates

This resource center’s boardroom tools and templates are segmented by evaluation type—full-board, committee, and individual-director levels. The tools offer questions and considerations that help boards and directors ask questions that can drive healthy conversations about strengths and areas of improvement.

Videos & Webinars

An NACD video series featured in the resource center focuses on the role board evaluations play in improving governance practices. One video in the series, called “Why Confidentiality is Key,” focuses on the benefits of confidentiality in the evaluation process. Another video, “Transform Insight into Action,” discusses the value of creating tailored educational or development programs based on insights that emerge from evaluations.

If you would like help finding resources on a specific subject matter, please let us know. We welcome the opportunity to engage with directors on pressing needs and concerns.

Shareholders Feedback in a Board Evaluation

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Not surprisingly, some of our full board members are truly Leading the Way in this new shareholder environment. They have asked us to design a questionnaire for their largest shareholders to complete as part of the board evaluation process we’re doing for them. They are interested in knowing how fellow board members, senior staff, and shareholders all view their performance as a board and if each of those groups has suggestions/input for the board to improve its performance. They have asked to do this “off-cycle” from the shareholder meeting so they can receive the information and take whatever actions they consider to be productive.