Introduction
The purpose of this Board briefing is to help you consider what needs to be included in your induction programme. The checklist presented here is not exhaustive and should be augmented with your own organisation-specific elements.
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What should be included in an induction and who is responsible for this?
The following table summarises what you might include in your induction programme for new board members.
| Issue | Activity | With Whom | When |
|---|---|---|---|
| Welcome | Welcome and introduction to the board | Chair | At appointment |
| Governance | Explanation of function and services: – History of organisation – Vision and mission – Ethics, values, and philosophy – Board and committee structure – Departmental structure and hierarchy – Tour of site – Terminology, jargon and glossary of company-specific terms | Chair and CEO | At appointment |
| Governance | – Initial discussion re: contribution – Outline of appraisal / review process – Training needs analysis | Chair | At appointment |
| Internal relationships | Introduction to senior staff and outline of each functional area of the company | Chair and CEO | At appointment |
| Strategic planning | – Give copy of strategic plan – Discuss strategic plan and progress | Chair and CEO | At appointment |
| Governance | Provide policies and procedures: – Expenses – Conflict of interest – Risk policy – Code of conduct – Whistleblowing – Finance and audit | Chair and CEO | At appointment |
| Governance | Give copies of relevant meeting notes: – Schedule of dates of board meetings – Give copy of last year’s board minutes – Give copy of board manual, including: – Constitution document – Pen portraits, photos and contact details of board and committee members | Chair and CEO | At appointment |
| Finance | – Give copy of annual report and accounts – Give copy of most recent budget report | Chair of Audit and Risk Committee and Finance Officer | At appointment |
FAQ’s
Frequently Asked Questions
What makes a good board member?
A good board member needs the right mindset, competencies, and behaviours to add real value in the boardroom. They should be proactive in setting strategy, overseeing performance, and managing risk, while remaining committed to the collective responsibility of the board team.
How long should a board induction take?
While formal introductions to senior staff and strategic plans often happen “at appointment,” a true induction is the beginning of an ongoing learning and development journey. Managing the transition into a new board role takes time and practice to build the necessary confidence.
What should I ask before joining a board of directors?
It is essential to undertake due diligence so you truly know the organisation and the people running it. You should ask about the legal duties of the role, the level of commitment required, and whether the company has robust Directors and Officers Liability insurance in place.
How do I deal with imposter syndrome in the boardroom?
Many successful and accomplished people experience self-doubt when sitting with “heavy hitters”. Recognise your unique achievements, acknowledge that nobody is perfect, and focus on progress rather than trying to be an expert in every area.
Why is the induction process so critical for governance?
An effective induction programme helps new members “hit the ground running” by providing clarity on the organisation’s history, vision, and strategic priorities. It also sets the tone for a healthy boardroom culture where learning and continual improvement are valued.