Every director wants to make a good impression when they join a board. Whether they have a wealth of experience or they’re stepping into the role for the first time, the desire to make an impact quickly is universal. Each new director will want to contribute meaningfully from the outset, and boards, in turn, will want to support their directors in achieving this goal. To facilitate this, many boards organise an orientation session to provide a foundational understanding of the organisation and the board’s work.

However, a single orientation session is rarely sufficient to fully prepare new directors. It might serve as a starting point, but an effective onboarding programme extends far beyond a single meeting.

A structured onboarding programme

The term onboarding implies a more comprehensive approach than just orientation. It involves gradually integrating new directors into the board’s activities, operations and culture, over an extended period. A well-structured onboarding programme supports directors in absorbing key information and understanding the organisation at a deeper level.

Components that contribute to an effective onboarding programme include:

Board recruitment: Onboarding begins even before a director officially joins the board. During the recruitment process, potential directors should receive a basic information package, and the interview should be a chance for both parties to ask questions and assess mutual fit.

Orientation workshop: A traditional orientation session remains important. It typically includes an overview of the board’s calendar, key documents, and an introduction to current initiatives. This is also an opportunity for directors to complete necessary paperwork and familiarise themselves with logistical processes such as using the board portal and submitting expenses.

Reading material: Providing new directors with documents to review ahead of their first board meeting is crucial. These materials often include previous meeting minutes, relevant policies, the strategic plan, financial reports, and other important documentation that helps new directors understand the organisation’s context.

Facility tours and introductions: A tour of the organisation’s facilities and introductions to key staff members can help directors connect with the organisation on a more personal level.

One-on-one meetings: New directors should meet individually with the board chair, CEO, and other key executives. This helps new directors to understand the dynamics of the leadership team and the overall culture of the board.

Virtual introductions: Video calls have become a common way to introduce new directors to their colleagues, especially in a post-Covid world. These virtual meetings can add a personal touch while allowing for more flexibility in scheduling.

Mentoring: Pairing a new director with a seasoned board member as a mentor can be extremely beneficial. The mentor provides insights into boardroom dynamics, offers feedback, and serves as a sounding board for the new director’s questions.

Committee participation: Many boards invite new directors to observe or participate in all committee meetings during their first year. This offers a comprehensive view of the board’s work and helps directors understand various operational and risk issues, even if they don’t have a background in those areas.

Ongoing board education: A mid-year board education session can provide a deeper dive into key topics. These sessions benefit all directors, but they are especially valuable for new directors still acclimatising to the organisation’s strategic priorities.

A role for technology in onboarding?

Technology plays an essential role in modern onboarding programmes. Virtual meetings and online orientation sessions are more convenient, cost-effective, and easier to schedule than in-person sessions. However, it’s important to recognise that technology can’t entirely replace face-to-face interactions.

New directors need opportunities to meet in person with their colleagues to build relationships and foster a sense of belonging. Boards should ensure that new directors are provided with both virtual and in-person opportunities to engage with their peers and management team.

How to design an effective onboarding programme

Best practice would be to appoint a director to oversee the onboarding programme—whether it’s the board chair, governance committee chair, or another dedicated member—to ensure that the onboarding process is structured and runs smoothly.

Whether you’re responsible for designing a director onboarding programme or you’re going through the process yourself, several key principles should guide the approach that’s taken.

First, the onboarding programme must be tailored to the individual. Each director’s experience is unique and the programme should accommodate varying levels of expertise. For example, an industry expert may not need a detailed introduction to the business, while a first-time director may need additional training on governance and fiduciary responsibilities.

An effective onboarding programme should be:

• Inclusive: New directors should feel welcomed and supported. The programme should be sensitive to diverse backgrounds and varying levels of experience. The board chair should ensure new directors are encouraged to contribute to board discussions and decision-making, inviting them to speak where necessary.
• Immersive: New directors need to be fully immersed in the company, the board, and the industry they operate in.
• Comprehensive: Directors should receive more information rather than less, covering the company’s history, strategy, financials, risks, governance structure, and industry-specific challenges.
• Practical: The onboarding should start by covering the essentials that new directors need to know from the outset to participate effectively in their first meetings.
• Clear: Directors should leave the onboarding process with a clear understanding of their roles, responsibilities, and what is expected of them.
• Role-specific: The onboarding programme should help new directors adjust to the specifics of their oversight role, especially if they are new to board service.
• Culturally focused: Beyond understanding the mechanics of governance, new directors should be integrated into the board’s culture. This helps foster collaboration and effective decision-making.
• Ethical: The programme should emphasise the importance of ethical conduct and integrity.
• Accessible: New directors should have open channels for follow-up questions and ongoing support as they continue to settle into their role.

Owning your onboarding

Some organisations, such as not-for-profits, don’t have formal onboarding processes. As such, new directors at these organisations may need to take ownership of their onboarding experience.

New directors should take the initiative by researching publicly available information, familiarising themselves with industry trends, and proactively seeking guidance on governance and leadership. They could ask the company secretary to support them in understanding the organisation and to introduce them to their fellow directors.

New directors should focus on the following areas during onboarding:

1. Industry knowledge: Understand the environment in which the organisation operates.
2. Organisational background: Learn the organisation’s history, structure, culture, and key operations.
3. Governance fundamentals: Understand the board’s role in oversight and the fiduciary duties of directors.
4. Board operations and culture: Familiarise yourself with how the board operates and the dynamics at the board table.

New directors can define their own learning objectives to guide their onboarding experience. These might include, for example, understanding the organisation’s strategic priorities, key stakeholders, and governance processes. With clear goals, directors can map out their onboarding journey and ensure they’re equipped to contribute fully.

In conclusion, director onboarding is a critical process that goes far beyond a simple orientation session. A well-structured, ongoing programme is essential for helping new directors contribute effectively and integrate into the organisation. By tailoring the onboarding experience, emphasising board culture, and providing comprehensive resources, boards can set their directors up for long-term success. Directors who understand the organisation will be able to challenge both executive and boardroom colleagues and will therefore contribute to effective decision-making.

Whether you’re designing an onboarding programme or going through one yourself, remember that it’s about building a strong foundation for effective board participation and long-term contribution to the organisation’s success.

Further resources

UK Corporate Governance Code
UK Companies Act 2006 Directors’ Duties

The director reference guide on how to structure an effective board agenda is part of a series of governance toolkits which include advice on key topics, such as data risk management, stakeholder engagement and climate governance; see Board Agenda’s Resource Centre for more.