Non Executive Appointments in the Public Sector

Notum provide two unique leadership and development programmes which focus on developing governance and networking skills. The programmes have different levels of commitment and require different levels of experience; however, they both present an opportunity for participants to gain governance experience as a non-executive director or trustee on a Public Sector or Third Sector Board. True governance is only experienced by sitting on the main board of an organisation.

The structured programmes offer an opportunity to refine key leadership skills in an alternative environment, enabling participants to obtain a greater breadth of experience. Participants gain real experience from another business; developing their skills in a totally new environment where they can make a positive impact on society. In addition to experience based learning, the programme provides an unrivalled networking opportunity.

The programmes cover five distinct areas:
  • Talent Pool development (talent retention)
  • Diversity & Inclusion
  • Critical Players (skills retention / Succession planning)
  • End of term career planning (Out Placement)
  • High Potential Talent (talent retention)

Talent Pool development (talent retention)

Key talent can gain greater governance experience and refine essential skills which enhance workplace contribution and prepares participants for the most senior roles within their organisation.

Diversity & Inclusion

The programme can be used as a tool to assist in addressing diversity and inclusion objectives.

Critical Players (skills retention / Succession planning)

At a senior level within the organisation, holding critical roles and unlikely to progress further, participants can gain greater governance experience to prepare for a non-executive portfolio career upon retirement. The programme can be used to protect succession planning and retain key executives.

End of term career planning (Out Placement)

At the end of their traditional career, participants can utilise their extensive and valuable skills to begin or enhance a non-executive portfolio. The programme can be used to ease transition into retirement or as part of an out placement agreement.

High Potential Talent (talent retention)

High potential talent, often entering the organisation through graduate programmes, can feel the roles they are in are below expectation. The programme prevents leakage through offering a development opportunity that will enhance the essential skills needed to progress within the organisation.

Managed Service

Acknowledging the fact that most companies do not have the time to devote resources to facilitate projects of this nature, the managed service is specifically tailored to reduce to a minimum, the effort required by the company.

The managed service includes:
  • Assistance with the identification of participants
  • CV Conversion
  • Opportunity Sourcing
  • Application Support
  • Interview Preparation
  • Ongoing Support

Assistance with the identification of participants

We provide advice and focused support for the talented individuals most likely to benefit from this programme. This includes the provision of comprehensive collateral to assist in the recruitment of interested participants. After the selection of likely suitable participants, a single point of contact is provided to ensure maximum support for the targeted individuals.

CV Conversion

Non-Executive Directors - The Non-Executive programme commences with a face-to-face training session, providing guidance to the participant on how to convert their CV into a non-executive format; a critical factor in being shortlisted for interview for any opportunities. Collateral is provided and support is continued by email and phone to ensure the best possible CV is created. The CV is normally completed in around 3-4 weeks.

Trustees - The Trustee programme participants are brought together in groups of 10 for a workshop held on-site at the company’s location. The workshop covers the role of a trustee, the expectations and commitment required, the types of opportunities available, an introduction to governance and a training session on how to convert their CV into a trustee format; a critical factor in being shortlisted for interview for any opportunities. Collateral is provided and support is continued by email and phone to ensure the best possible CV is created. The CV is normally completed in around 3-4 weeks.

Opportunity Sourcing

Once the CV is finalised, participants are asked to complete an Area of Interest Form identifying the types of opportunities they are interested in. This form can be tailored to the individual needs of the company.

Opportunities are then identified through our bespoke IT system that searches over 40 recruitment sources. In addition to this, opportunities are supplied directly from Public and Third sector organisations and key Search and Selection agents.

Participants are matched to opportunities based on their areas of interest and skill set and suitable opportunities are sent to participants for them to decide if they wish to apply.

Application Support

Full application support is provided and where possible, telephone contact/meetings with the Chair of the recruiting organisation will be arranged. Templates are provided to assist in the completion of applications and one-to-one support and guidance is provided to ensure the best possible application is submitted.

Interview Preparation

When participants have been shortlisted for an opportunity we provide comprehensive interview support. This includes taking participants through a Governance model, how you challenge the executive side of a Board and frequently asked questions. Frequently asked questions are updated on a regular basis and not only advise what they are likely to be asked but why they are being asked that particular question.

Ongoing Support

On successful appointment, participants are connected to the Notum Network; currently consisting of over 280 candidates who have been appointed through the programme. The number of appointed candidates on the network usually increases by 3 to 4 candidates per month. They will receive monthly updates introducing them to newly appointed candidates and they are also invited to join our closed user group on LinkedIn. This provides not only a senior networking opportunity but a valuable support mechanism.

In addition to the main network, there are a number of sub-networks for members with specific requirements.


Detailed feedback in the form of a monthly report is provided to the company on the progress of their individual participants. It is also typical to have quarterly reviews with the programme lead either by phone or in person.

Some of the companies engaged in the project
  • Aviva
  • Bank of England
  • BT
  • Capgemini
  • Colt
  • Coop Group
  • EDF Energy
  • EE
  • Ernst & Young
  • GSK
  • Land Securities
  • Lloyds Banking Group
  • Pfizer
  • Post Office
  • RSA
  • Sainsbury’s
  • Santander
  • Scottish & Southern Electricity
  • TalkTalk
  • Trinity Mirror
Notum are one of our trusted partners in facilitating our senior leaders to prepare for and secure NED/Trustees roles in the public/not for profit sector. Notum are always responsive to our requests and flexible in how they work with us. I have had continuously positive feedback from every interaction they have had with our leaders.
Kim Lafferty, GSK
Becoming a NED has been a major cornerstone of my ongoing development. Undertaking the role, with the support of my company, has helped me grow in ways beyond which I could have achieved with academic training interventions. The NED role has allowed me to work with a board in a totally different way – encouraging growth agenda, but with a real focus on the big picture, honesty and an ever growing appreciation that the silly little questions are anything but! Translating into my day job the benefits are many; however, critical has been how the experience has allowed me to empower my staff to deliver more themselves before I try and get involved, meaning I can add more value from a strategic position, and secondly by allowing me to take a step back on a number of issues and ask some broader questions. Being a NED has helped my decision making, my appreciation of how to get things done, and my team in terms of their own empowerment. Incidentally, despite the extra work, I think it has also helped with stress levels as it really teaches you to look at problems and issues from other perspectives other than the obvious, and appreciate differing perspectives.
Andrew Hammond, Non-Executive Director, Corby Healthcare Clinical Commissioning Group
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