Recruiting Charity Trustees
Recruiting effective charity trustees is a core element of good governance. In Scotland, charities must ensure that trustee appointments comply with legal requirements while also reflecting recognised good practice. A well-planned approach to recruitment supports stronger decision-making, accountability and long-term sustainability.
Charity trustees are responsible for the management and administration of a charity. This includes setting its strategic direction, ensuring compliance with the law, and safeguarding its people and resources.
Most charity trustees are recruited informally: research shows around 80–90% join through personal approaches or existing networks, usually by current board members. People typically become trustees due to personal interest, prior connection to the charity, philanthropy, or relevant skills. However, it is worth noting that this reliance on informal recruitment can limit diversity and can make it harder to find skilled candidates. Good practice involves defining needed skills, creating clear role descriptions, advertising widely, and if demand dictates, using fair shortlisting and interviews. Furthermore, proper vetting is essential, including eligibility checks and conflict-of-interest declarations. Overall, structured, transparent recruitment improves diversity, fairness, and board effectiveness.
Establishing the framework for recruitment
Recruitment should begin with a review of the charity’s governing document. This will usually set out how charity trustees are appointed, including any requirements for elections, nominations or co-option. It may also specify term limits or particular eligibility criteria.
At this stage, it is also good practice to reflect on the current composition of the board. Rather than recruiting reactively, charities should consider what is needed to support effective governance now and in the future. This will typically involve identifying gaps in skills, experience or representation. Consideration could be given to using a Board Skills Audit.
A role description should be developed (see below), setting out expectations around responsibilities, time commitment and any specific knowledge or expertise that would be beneficial.
Eligibility and legal considerations
Scottish charity law places restrictions on who can act as a charity trustee. Some individuals are automatically disqualified, for example due to certain criminal convictions or bankruptcy.
Ensuring that new trustees understand their legal duties is equally important. Recruitment processes should therefore be designed not only to select candidates, but also to communicate the responsibilities of the role clearly.
Our Induction of charity trustees page outlines the actions that should be taken by the board including eligibility checks and consideration of whether your charity trustees should be checked for Criminal Disclosures or join the PVG Scheme.
Approaches to recruitment
There is no single model for recruiting trustees, and approaches should be proportionate to the size and complexity of the charity. However, transparency and inclusivity are widely recognised as key principles.
Open recruitment can help broaden the range of candidates and improve diversity on the board. In practice, this often involves advertising roles through a combination of channels and can include actively reaching out to underrepresented groups.
When advertising trustee roles, it is helpful to provide clear and accessible information about:
- the purpose and work of the charity
- the responsibilities of trustees
- the expected time commitment
- the support, induction and training available
This enables potential candidates to make informed decisions about whether to apply.
Selection and appointment
Selection processes should be fair, consistent and proportionate. Smaller charities are likely to adopt informal approaches, while larger organisations may use structured application and interview processes.
In most cases, selection will involve some combination of discussion, assessment of skills and consideration of how candidates would contribute to the overall effectiveness of the board. From a formal application form and shortlisting, to the chair meeting a prospective trustee over a coffee – choose a process right for you.
Once a decision has been made, appointments must be carried out in accordance with the governing document and formally recorded, for example in management committee or board minutes. Charities should also ensure that charity trustee records are kept up to date and that any reporting requirements to the regulator are met.
Induction and ongoing support
Recruitment should be seen as the beginning of a trustee’s involvement rather than the end of the process. A structured induction helps new trustees understand the charity, their role, and the context in which they will be operating. Full details on our Induction of Charity Trustees page.
Common problems
Common issues in trustee recruitment include:
- failing to follow the governing document
- relying solely on informal networks without assessing board needs
- unclear expectations of the trustee role
- limited attention to diversity and inclusion
- insufficient induction or support after appointment#
- recruiting strangers through friends
Addressing these areas can significantly improve governance outcomes.
Further resources and links
Presentation slides (from GOBE – Get Onboard Edinburgh) on recruiting trustees. It covers identifying and creating trustee roles, recruitment & selection processes, engagement & retention
Volunteer Centre Edinburgh resources:
Sample trustee/board member role description
Sample nomination form (for trustees/board members being nominated by an organisation). You may want to consider using your existing volunteer application form.
Confidential self-disclosure of criminal convictions
Changing the Chemistry - organisation supporting board diversity
For further free, well-informed information, find your local Third Sector Interface (TSI) at the directory page here