I recently spoke with an experienced non-exec who said if she could bust one myth about the public appointments process, it was that you didn’t have to apply, but were appointed by a ‘tap on the shoulder’. Whilst some might think that applications to public appointments are through an old boys network, the fact is that all public appointments are advertised publically, and anyone can apply for them.

Whilst this myth seems relatively easy to bust, the actual appointments process is one that remains highly confusing for many people. The Common Purpose survey, Diversity of Representation in Public Appointments, conducted earlier this year, found many issues surrounding the application procedure for many respondents. Many found the forms daunting, and a real barrier to application, and several of those who had never applied for the process would welcome some clear guidance on how the application process works.

The Appointments Commission website contains some information about the different stages of the process, and directgov also has some useful advice. We’ve also detailed in a previous blog some tips for application success.

What advice would you give to someone puzzled by the application process? About Time aims to help overcome the barriers that get in the way of participation in public life, and your tips and advice could help someone make their first foray into a public appointment.

During a recent conversation with a highly experienced non-exec, with a varied portfolio of appointments and experiences across the sectors, she told me she had recently applied for a position that she had been surprised to not even be shortlisted for. Feedback suggested that her skill set did not match the skills required for the post. A closer examination of her application form revealed that whilst eminently well qualified for the post, the application form she had submitted had not highlighted her skills in a way that matched the person specification for the role.

So how do you start to assess your basic skills? Do you have a mental checklist of things you’re good at, and how these translate as transferable skills? How do you translate skills acquired through non-traditional roots into skills that are easily recognisable?

The About Time programme will help participants assess their own strengths and skills by using coaching interventions to help people analyse their experiences and areas of expertise. Other organisations rely on 360 feedback and psychometric assessment to help uncover personal and professional strengths and weaknesses. A quick browse of the web throws up countless websites to help you with your self-analysis.

What would your top tip be? If you’ve got any ideas on how someone could start to assess their skills, why not share them through the comments box below.

At a recent meeting with an experienced non-exec, the conversation turned to the application process in becoming a board member, and how this was often a stumbling block.

In a recent search for a new lay commissioner, a board received 1200 applications for one post!  With only 300 of these subsequently forwarded to current board members to create a long-short list for discussion, competition is rife, and it is important to make your application stand out from the rest.

The numbers of applications for all vacancies are increasing. The recession, unemployment and increased job uncertainty has meant that people are often looking for alternative income sources, or new experiences and personal development, or simply have more time on their hands. This, coupled with an increased awareness of public bodies has seen a huge increase in the number of applications each vacancy sees.

Put the same effort into your board application as you would for a job application. The standards are very high and you need to create a good impression from the outset.

Some simple tips for success:

• Type and print your application – it makes it much easier to read
• Check for spelling and grammatical errors – if this isn’t something you find easy get someone else to check it.
• Look carefully at the advert, and make sure you address everything they ask for in the person spec.
• Think about what you can bring to this particular organisation and write about it
• If the advert is asking for applicants to have a specific interest in something or other, don’t just say you have it, explain more about your thinking on the particular subject. The board is looking for people who have their own perspectives on things, and can express them. This will set you apart from the rest of the applicants.
• Write about your achievement in your own field, and how you will apply this to board business.

These might seem obvious, but many of the 1200 application forms didn’t adhere to them, and only those that did made it to the final shortlist.

What would you add? Any simple tips for success?

There are over 18,500 public appointments in the UK. A large number of these are often vacant, and because of this, their important functions of regulation and governance don’t always work as well as they could. A full board, with the full quota of voices speaking and being heard will be better equipped to cope with the challenges they are facing than a half full one.

Did you know, for example, that out of 300,000 school governor posts, there are currently 40,000 empty chairs at governors meetings?

A recent survey by Common Purpose, an international leadership development organisation, indicated that whilst only one third of those surveyed were aware of any public appointment opportunities, a huge 92% said they would be interested in holding a public appointment in the future. You can read the report here.

So there is interest, and people who want to take part, but what is stopping them standing up and applying for these posts? Why is it when so many people want to get involved, there are so many vacant posts? What are the barriers and how can we start to break them down?