Template
Director Recruitment & Skills Matrix
Map the skills your board has against the skills your strategy needs, then recruit deliberately to close the gaps. Read it here, download the editable Word file, or print it.
Corporate board of directors — board composition and director recruitment
Organization
Prepared by (committee)
Date
Strategic plan period
1. Start with strategy
List the company's strategic priorities for the next three to five years. The skills the board needs come from where the company is going, not from who happens to be available.
- Strategic priority 1:
- Strategic priority 2:
- Strategic priority 3:
2. Map current skills
Have each director self-rate, then review as a committee. Mark each cell: E = deep expertise, W = working knowledge, blank = none. In the last column, mark skills the strategy requires.
3. Perspective and attributes
Beyond skills, consider the mix of backgrounds, viewpoints, geography, and tenure the board needs. Follow applicable law and any listing or disclosure requirements.
4. Gap analysis and timing
Compare needs to current strengths. Note upcoming term expirations and retirements so recruitment starts well before a seat opens.
- Priority gaps:
- Seats opening in the next 24 months:
5. Sourcing candidates
Use director networks, advisors, and search firms where appropriate. Confirm independence and potential conflicts early, including related-party relationships and other board commitments.
6. Evaluate candidates
Score each candidate on the scorecard. Agree weights before interviews so the scorecard reflects needs, not impressions.
7. Due diligence and onboarding
Complete interviews with multiple directors, reference and background checks, and conflict-of-interest disclosure before nomination. Once elected, provide a structured orientation and the board manual.
Board skills and experience matrix
| Skill / experience | Dir. 1 | Dir. 2 | Dir. 3 | Dir. 4 | Dir. 5 | Dir. 6 | Needed? |
|---|---|---|---|---|---|---|---|
| CEO / operating leadership | |||||||
| Finance, accounting, and audit | |||||||
| Industry expertise | |||||||
| Risk management and cybersecurity | |||||||
| Technology and AI | |||||||
| M&A and capital markets | |||||||
| Human capital and compensation | |||||||
| Legal and regulatory | |||||||
| Sales, marketing, and customers | |||||||
| Governance and board experience |
Candidate recruitment scorecard
| Criterion | Weight | Rating (1–5) | Notes |
|---|---|---|---|
| Fills an identified skill gap | |||
| Independence and absence of conflicts | |||
| Time and commitment available | |||
| Industry or market relevance | |||
| Prior board or governance experience | |||
| Judgment, integrity, and fit with board culture |
Guidance notes
- Recruit to the strategy, not to the network. Friends and familiar names are the most common way boards end up with skill gaps.
- Refresh the matrix every year, and whenever the strategy changes. It is a living tool, not a one-time exercise.
- Start early. Good directors are recruited over months, not weeks, and the best candidates are often already committed elsewhere.
- Be candid about expectations — time, preparation, committee work, and confidentiality — before a candidate agrees to serve.
- The Governance/Nominating Committee should own this process and report to the full board.
Before you use this matrix
- Legal counsel review is recommended
- Have qualified legal counsel licensed in your state or jurisdiction review and adapt this material before your board adopts or relies on it.
- Educational model language only
- This is a general model provided for educational purposes. It is not legal, tax, accounting, compensation, or compliance advice, and it does not create an attorney-client or advisory relationship.
- Tailor to your governing documents and law
- Align it with your articles of incorporation, bylaws, applicable state corporate or nonprofit statutes, employment law, and any regulatory requirements that apply to your organization.
- Adopt and record formally
- Approve the process by board vote or resolution, record it in the minutes, keep sensitive material confidential, and review it annually.
This resource is provided for educational purposes only and does not constitute legal, tax, accounting, compensation, or compliance advice, nor does it create an attorney-client or advisory relationship. Adapt it to your organization's governing documents and applicable law, and have qualified legal counsel review it before your board adopts or relies on it.
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