Nominee Evaluation Guide

How Nominee Responses Are Reviewed

The Nominations and Elections Committee (NEC) carefully reviews completed nominee questionnaires as part of the process for developing a slate of qualified candidates for AIR’s Board of Directors (Board) and the NEC.

AIR recognizes that leadership experiences, professional pathways, perspectives, and approaches to service vary across its membership. The information below is intended to help nominees better understand the themes reflected in the questionnaire and the governance principles associated with Board and NEC service.

This guidance is not a scoring rubric and does not prescribe specific responses. Nominees are encouraged to respond thoughtfully and authentically, drawing from their own experiences, perspectives, and interests in serving AIR.

Question 1: Motivation to Serve

Question:
Why are you interested in serving on the Board or NEC?

Theme:
Motivation and commitment to serving AIR and the profession. 

Guidance:
Consider what motivates your interest in AIR leadership and how service would allow you to contribute to the future of AIR and the institutional research and institutional effectiveness profession. Responses may reflect your interest in service, the future of the profession, AIR’s membership, or the Association’s mission and work.

Learn more:

• GP XIII – Board Committee Structure (starting page 30): Describes the responsibilities of the NEC and other committees for which the Board is responsible.
• GP III – Board Job Description (starting page 16): Describes the responsibilities of the Board.
• AIR Governance Leadership Opportunities Guide: Provides an overview of the respective roles of the Board and NEC.
  

Question 2: Experiences, Skills, Perspectives & Connection to AIR’s Mission

Question:
Given the qualifications of Board and NEC service, what experiences, skills, or perspectives would enable you to contribute effectively to the Board or NEC and support AIR’s mission?

Themes:

• Personal and professional (leadership) qualities relevant to Board or NEC service.
• Connection between your experiences, skills, or perspectives and AIR’s mission.

Guidance:
Consider the experiences, skills, or perspectives (leadership qualities) you would bring to AIR service and how would you contribute effectively as part of a governing body or committee.

AIR’s governance model places particular importance on collective leadership. Board and NEC members should be able to contribute their experiences, skills, or perspectives while supporting group decisions and advocating on behalf of the broader AIR membership.

You may also wish to consider how your experiences and interests connect to AIR’s mission and its focus on the future of institutional research, institutional effectiveness, data, information, analytics, and higher education.

Learn more:

• GP XIII – Board Committee Structure (starting page 30): Describes the responsibilities of the NEC and other committees for which the Board is responsible.
• GP II – Governing Style (page 15): Describes the way the Board interacts with one another, the membership and the staff.
• GP III – Board Job Description (starting page 16): Describes the responsibilities of the Board.
• AIR Ends Policy (page 3): Describes the outcomes AIR seeks to achieve for higher education professionals and organizations.
• AIR Governance Leadership Opportunities Guide: Provides additional information about the mindset, skills, and abilities associated with Board and NEC service.

Question 3a: Perspectives & Representation

Question:
What different experiences or diverse voices do you think are important for representation on the Board or NEC?

Theme:
Understanding the different experiences and voices represented across AIR’s membership.

Guidance:
AIR’s membership represents a broad range of institutions, professional roles, career stages, experiences, backgrounds, and perspectives. Consider which viewpoints you believe are important to AIR leadership and why varied experiences strengthens the Association’s ability to serve its membership and advance its mission.

There is no single profile of an AIR leader. Nominees are encouraged to consider representation broadly and respond based on their own understanding of AIR’s membership and the profession.

Learn more:

• GP II – Governing Style (page 15): Describes the way the Board interacts with one another, the membership and the staff.
• GP XIII – Board Committee Structure (starting page 30): Describes the responsibilities of the NEC and other committees for which the Board is responsible.
• GP XIII – NEC Candidate Qualifications (starting page 30): Describes the qualifications for candidates for the Board and NEC.
• AIR Governance Leadership Opportunities Guide: Describes the NEC's responsibility for producing a slate of qualified individuals representative of AIR's membership.

Question 3b: Inclusive Leadership in Practice

Question:
How would you help foster a diverse and inclusive organization to ensure those experiences and voices are heard?

Theme:
Actions and approaches that foster diverse viewpoints and inclusive participation.

Guidance:
Consider how you personally would contribute to an environment in which different viewpoints can inform discussions and decisions. Responses might reflect how you listen, collaborate, engage others, seek perspectives beyond your own, navigate disagreement, build consensus, or advocate on behalf of the broader membership.

The emphasis is not simply on recognizing that different voices exist, but on considering how you would contribute as a leader when those differing viewpoints are brought into AIR’s governance conversations.

Learn more:

• GP II – Governing Style (page 15): Describes the way the Board interacts with one another, the membership and the staff.
• GP IV – Role of Board as AIR Ambassador (starting page 18): Describes Board members' responsibility to cultivate connections with stakeholders and help ensure that the Board understands stakeholder perspectives, needs, and values.
• GP XIII – Board Committee Structure (starting page 30): Describes the responsibilities of the NEC and other committees for which the Board is responsible.
• GP XI – Board Members' Code of Conduct (starting page 27): Describes expectations for Board member conduct, preparation, group decision-making, and respect for Board authority.

Optional Question: Additional Context

Question:
Outside of what you have shared above, is there anything else you would like us to know about your interest, background, or qualifications that makes you uniquely able to serve in a leadership role?

Theme:
Additional context that may help the NEC understand your interest, background, qualifications, or previous responses.

Guidance:
This optional question provides an opportunity to share relevant information that may not have fit naturally within your previous responses. You do not need to repeat information already provided elsewhere in the questionnaire.

AI Use Disclosure

Question:
If you used AI for support beyond basic proofreading or improving readability, please disclose specifically how AI assisted you within the questionnaire.

Theme:
Transparency regarding the use of artificial intelligence in preparing questionnaire responses.

Guidance:
AIR does not prohibit the use of AI-powered writing tools when preparing questionnaire responses. However, nominees should ensure that their responses accurately reflect their own experiences, perspectives, motivations, and voices.

If AI supported your responses beyond basic proofreading or readability improvements, use this space to briefly explain how it was used.

Learn more:

• AIR Governance Leadership Opportunities Guide – Use of Artificial Intelligence: Provides current AIR guidance regarding AI-assisted questionnaire responses.
• AIR Leadership Elections FAQs: Provides current NEC guidance regarding how the NEC uses AI in the nominations review process.

Additional Resources

Nominees interested in learning more about AIR governance and leadership service are encouraged to review:

• AIR Governance Leadership Opportunities Guide
• AIR Governance Policies
• AIR Constitution and Bylaws
• Leadership Elections and Candidate Selection information

These resources provide additional context regarding AIR’s governance model, expectations of elected leaders, candidate eligibility, Board and NEC responsibilities, and the nominations and elections process. Nominees are welcome to reach out to any member of the Board or NEC with further questions.

Footnotes

¹ Governance Policies - Association for Institutional Research - The governance policies are the central documents by which the Board and NEC operate and make decisions as referenced throughout their work. Reading them will give you a good sense of what the NEC is looking for in candidates.