Boyden, a pioneering executive search firm founded in 1946, recruits at the senior management and director level across a broad range of industry and functional practices.

With over 250 consultants in 60 offices in more than 40 worldwide countries, Boyden is committed to continued growth and leadership in its industry, while providing the benefit of flexibility within local offices to meet local needs. Areas of specialism include Management Assessment, Compensation Planning, Interim Management, and The Model Board™.

Boyden’s global network provides access to some of the industry’s leading specialist researchers and our candidates and sources respect our industry-leading brand and all it represents.

As you would expect from a top global search firm we recruit consultants from a broad variety of industry sectors to work in markets they know well. Global functional practices (working across all markets) include board, HR and IT.

The principals, practices and tools outlined above all come together under our long-established brand to provide constant, outstanding service to our clients – some of the world’s most prestigious and successful global firms. Their willingness to provide references for our work is a testament to the calibre of candidates we provide.

The Board Practice

Executive directors have particular responsibilities and functions which to some extent lay down what skills and experience they are likely to have, albeit gained in differing circumstances and allied with different personalities. If the executives are a fairly fixed line-up, it is the choice of non-executives that gives real scope to achieve the ideal balance.

There are several key elements in deciding what you need to strengthen your Board. Notice that it is what, not who, at this stage. Evaluate the skills that exist and decide what is needed. There is no such thing as a ‘bog standard’ non-executive. Do you want someone with experience of fast growth? Or the opposite? Someone who has opened an office in Singapore? Or someone who has achieved successful exit strategies? Which competencies are essential and which are desirable? The aim is to fill gaps in the Board’s experience and to prepare for the future. The changing needs of the business will require changes in the balance of the Board.

Derek Higgs, in his oft reviled Review, particularly noted that many directors of smaller companies recognise the value that non-executive directors can bring. In addition to the role played in larger companies, mentoring the executive team was cited as an additional advantage. Being the captain of a ship is a lonely position and this is equally true when the ship is a company. For the CEO to have a safe sounding board and some degree of coaching can be enormously beneficial. Alternatively an NED with particular functional expertise from his or her own career, such as finance or marketing, can help develop less experienced directors in these areas. Such relationships can bring great benefit both to the company and the individuals involved. This potential bonus should is another point to be taken into consideration when recruiting.

There is a long history of recruiting non-executives in an informal manner, through personal contacts or friendships. This is not necessarily unsuccessful but it is highly likely to lead to the appointment of a ‘good chap’ (or ‘chapess’) rather than someone who truly matches the needs of the company. It can also lead to greater cosiness than may be good, right or proper, with little or no challenge or testing. It is also for this reason that non-executives should not serve for indefinite periods. While there may be good reasons for an individual to serve for more than two three year terms, it is not a good idea for all the non-executives automatically to serve for long periods. The wise Chairman will ensure that succession planning is not just jargon but actually happens.

How do you set about finding someone who matches the wish-list you have created?

The special skill of a search consultant in the area of non-executives is to find candidates who not only match the often tight specification, but also have the right personality to fit the Board and complete the team. As non-executives can only be effective through influence, not through clout, the interview process will assess these softer skills as well as the usual commercial ones. Checking CVs and conducting interviews is a time consuming process for a Nominations Committee or its equivalent, and using an expert will save a lot of time – and even embarrassment. It can be difficult to turn down a candidate whom you have approached directly, but then decided against.

It can also be very effective to advertise non-executive positions as this casts the net even wider in the hunt for the perfect match. However, beware of handling the response yourself. It can be an avalanche of wannabes which will leave you torn between piles of probables and possibles.

With ever increasing pressure on companies and their directors not only to perform well but to be able to demonstrate that they have the best and most effective Board that they can assemble, the employment of search consultants is effective not only in terms of results and transparency, but also in value for money and time. 3i’s annual survey of non-executive directors’ remuneration indicates that in companies with a turnover of over £100m, almost 50% of appointments are made using search consultants.

However this does not have to be just a luxury for large companies; it is equally appropriate for smaller ones. There are search firms, and Boyden UK is one of them, that have developed a practice specialising in companies outside the FTSE 350. Identifying individuals of suitable quality and background is essential for a high performing Board and it is most unlikely that the best candidate is already known to you.