Access the latest in business leadership innovations, insights, market trends, and stories of exceptional talent excelling in their field.
With the availability of electronic job boards and social media, it appears a simple task to find a person with particular skills and experience.
Johnson Partners has an excellent track record of sourcing qualified, interesting and appropriate candidates to meet the needs of your board. We use our extensive knowledge of the director market, purpose built database and 20 years of experience as a specialist business to ensure a good outcome for your board.
Johnson Partners has an excellent track record of assisting with performance reviews of boards and identifying ways in which boards can improve governance and effectiveness. We have developed a comprehensive model for review that can be tailored to the specific needs of any board.
An independent Non-Executive Director/Chair can bring considerable benefit to a privately owned business by: Bringing an experienced external perspective to the business and consequently providing support to the owner/...
The sample below provides a comprehensive overview of the skills, attributes and duites required of a Non-Executive Director on the board of a Not for Profit. Position Title: Non-Executive...
At the broadest possible level, the board has two fundamental responsibilities: to ensure compliance and to improve performance.
The Chief Executive Officer (CEO) is accountable to the board, which for all intents and purposes means the Chair.
The role of the Chair has expanded in recent years and is now more than that of Chair of the board; it is also the Chair of the company.
The role of the Non-Executive Director is in part defined by a number of common law and statutory regulations and it is vital that both the company and the Director are fully aware of all the legal requirements of the role before the Director is appointed.