Effective induction processes

The board manual

The starting point for director induction is the development of a Director Induction policy.

A sample Director Induction policy is included as part of the board charter in the online resources.

Having such a policy will help with induction. The policy should ensure new directors have access to key information about the organisation, its constitution or trust deed, its work, its policies and procedures, and its strategic plan. Some boards develop a stand- alone manual containing these key documents. This provides a reference not only for new board members but for all directors throughout their term.

Contents should include, but not be limited to, the following:

• constitution;
• information about the organisation, e.g. an organisational chart, contact details for fellow directors and key staff;
• current and recent meeting papers including the minutes and recent financial statements. The minutes are an official record of the board’s decisions. Minutes should be kept to essential decisions. It is recommended that only motions, specific statements for the record and, perhaps, a brief reference to papers and key considerations in the decision be recorded;
• policies – because policies capture the board’s decision making in one place, it is important they be accessible and up to date; most recent annual report;
• a glossary of definitions of terms and acronyms used;
• the current year’s meeting schedule; and
• the board’s annual agenda (work programme).

Meetings with the chair and chief executive

It is important for a new director to meet with the chair for a governance familiarisation. This is a time to discuss board protocols, ask questions about board processes and its history, and discuss crucial issues such as potential conflicts of interest.

Time should be set aside for the new director to meet with the chief executive for an operational familiarisation.

The value of mentors

An increasing number of boards use formal or informal mentors to guide new directors. The mentor should be matched to the director (e.g. in terms of interests, age, common business affiliations and common background experience, etc.). They should sit alongside the director at board meetings, explaining board processes, translating jargon and filling in knowledge gaps where required.

Board development workshops

Board development workshops are a good way to facilitate an induction and encourage teamwork. Someone who understands group dynamics and who can help the board explore its governance role would be an ideal facilitator for this.

If resources permit, team profiling is a useful part of such a workshop.