Tips for a successful board induction

As board members it is clear we shouldn't be operating an organisation without a guide and process which ensures we perform to the best of our abilities - and in compliance with legal requirements.

At the very basic level it provides guidance, direction and information for board members - a roadmap and manual to help them drive your organisation safely!

Towards an effective induction process

An effective induction process should allow new board members to easily grasp the processes, procedures and aims of your group, and give them the confidence to fulfil their role and contribute to the organisation.

Start things straight away

Your induction process should start almost immediately for a couple of important reasons.

1. Your organisation should be keen to quickly build a new board member's knowledge so they are of most benefit to you.

2. The new board member is likely to be most receptive to the induction process when their enthusiasm is high (often immediately after taking on the role).

While you should start the induction process straight away, you can't run the risk of completely overwhelming the inductee. Many of us know the feeling of being barraged with a whole heap of new information at once - it is overwhelming and can make you feel intimidated by your new role.

Make the induction a gradual process over a period of weeks, with plenty of time for discussion and feedback if needed. Ultimately, the new board member isn't going to learn everything they need to know straight away; nor can you teach them everything immediately either.

Have the board lead the way

It makes sense for the board to take the lead on induction. Obviously your organisation's staff can help, but really it should be up to the board to do most of the work.

A board mentor is a good option, with a knowledgeable and experienced board member teaching the new board member the ropes. This is especially valuable if your board has some "norms" which might be confusing or even mystifying to outsiders.

It also allows the incoming board member to build a dialogue with an actual living person - asking them questions and bouncing ideas off them. This mentor relationship can continue as the new board member starts finding his or her feet in the organisation.

Induction program steps to consider

The actual structure of your board induction can be formal, informal or a mixture of both.

Obviously the first step is to make initial contact with the new board member. Congratulate them, welcome them aboard (informally as well as formally) and let them know they will receive board induction material very soon.

From there you should begin introducing them around.

A round of introductions

A day and time should be quickly arranged so you can introduce the new board member to others on the board, as well as senior staff as required.

Again, this can be done formally or informally. Perhaps organise a quick round of introductions before the next board meeting, as well as a morning tea, lunch or drinks to welcome them aboard.

This means the incoming board member can share time in a social environment with colleagues before a formal meeting.

Organise a tour

Another early induction step should be to organise a tour of your group's facilities.

Depending on your group, those facilities will differ. For some it might be a small office setting which can be comfortably toured in an hour.

For other groups the tour might take a day or even longer - especially if there are a number of projects or programs you undertake, or a number of offices you operate from.

This is where the new board member will most likely meet staff and volunteers, as well as those your group's work benefits. The insight this provides will help them make better decisions when it comes to voting on issues affecting the group.

The tour is also where they will learn some of the basics - where the toilets are, where they can park their car, where they can make a coffee, and where the printers and photocopiers reside.

Explain their roles and responsibilities

Apart from general board roles, board members will also have specific responsibilities to uphold as individuals.

Some of these will come with the position, some might be because of a sub-committee the board member oversees or sits on, some might be due to the talents and abilities the board member has.

Whatever the reason, ensure they are clear on their roles and responsibilities and that any questions they have are answered properly.

Open ended briefing

Once the new board member has been introduced, toured facilities, read over the board manual and understands their roles and responsibilities, set up a time where they can be briefed on other issues they have questions over or wish to know more about.

This might involve more information on the group's current direction or the issues it is dealing with. It might be some things the board member is still unclear about. It might be questions over general issues facing the sector as a whole.

Ensure board members know about the new addition too

With all the familiarisation your new board member will be doing as part of the induction process, it can be easy to forget about ensuring your existing board members learn a little more about their new colleague.

This can occur during your initial round of introductions, or at a time when all the board members are together. But it should definitely occur well in advance of the first board meeting your new board member attends!

Board manual contents

Generally speaking, your board manual should contain information on where your group is currently at, as well as its history.

Your group's current work and structure, as well as official group documents, and documents of particular importance to board members should also be included.

Group information/background information

This section should include:

• The group's name and short biography - "The [organisation name] is a not-for-profit operating in the western suburbs ..."
• What you do and how you do it - "We aim to help ... by doing ..."
• Dot-point summaries of:
  • Your programs.
  • Major supporters/donors/funding sources.
  • Your group's history, including important dates and milestones.
• Recent newsletters and media appearances - including newspaper clippings.
• Printed material your group has distributed - including flyers, brochures and promotional material.
• Vital statistics - group member numbers, program numbers, and the amount of people your group supports, helps or caters for.
• Relevant contact information for the group - its address, telephone and fax numbers, email and website address.

Board information

Relevant board-related information in your board manual can include:

• A brief rundown on your board members - including their names, profiles and contact details.
• A schedule of upcoming meetings - including regular meetings as well as any special meetings or sub-committee meetings that are planned.
• A list of the board's current sub-committees - including their terms of reference, details of chairs and members, and information (in the form of a chart, perhaps) on how these committees fit together or are linked.
• A calendar of upcoming events.

Board member responsibilities

• Legal and ethical responsibilities - Board members have a range of legal and ethical responsibilities and it can be very useful to include some information about these in your board manual.
• Standards/expectations of behaviour - Similarly, your organisation might have certain expectations and standards of behaviour that members, employees, volunteers and board members need to adhere to. Ensure they are clearly communicated.

Staff information

It is important the board manual helps board members familiarise themselves with staff and their roles, including:

• Staff/volunteer names, titles and areas of responsibilities.
• Specific information about the CEO or head person - including biographical information.
• An organisational chart - showing lines of responsibility and reporting.

Important group documents

It is vital these documents are easily accessible through your board manual:

• Constitution/articles of association/rules.
• Group mission and vision statements.
• Strategic plan.
• Relevant policies.
• Copy of any insurance policies held by the group - for either board members or the group.
• The current budget.
• Minutes of recent board meetings - updated once a year.
• Most recent annual report and auditor's report.

Board manual presentation

The presentation of your board manual is much a matter for your own personal tastes. But you still should aim to adhere to certain standards.

Readability

Make sure your manual is easy to read, as an easy-to-read manual is much easier to follow. Keep things short and to the point. Avoid jargon, or if you have to use difficult words, explain what they mean. Remember, the purpose of the manual is to convey clear information, not to showcase literary skills.

Brevity

Keep your manual brief and to the point. Don't weigh down your board members with useless information.

Easy to adapt

Your manual needs to be set up so it is easy to change when needed. Your board manual has to be a living document, able to be updated when things change (policy changes, for example).

A tip is to compile the manual in loose leaf format, which will allow pages to be pulled out or added as required. Another option is an electronic manual, where changes can be made to documents and the edited document sent by email to board members.

Easy to use

Because your manual is a reference document, it should be clearly indexed so board members can find what they are after. At the very minimum, make sure your manual contains a contents page. Ideally, it should also have an index.

Structure the manual so it is divided into sections for ease of use. And ensure information in the manual is dated so that board members can trace which version they are using.

Finally, ask board members what they think of the manual, and give them the chance to suggest improvements.