The short answer is yes.
Traditionally, new board members were handed a large packet of documents and reports to review on their own. However, this approach is no longer sufficient. While providing relevant documentation is important, a robust induction process goes well beyond that, incorporating key interactions and experiences to ensure the director is fully integrated.
A well-rounded induction should include one or more dedicated meetings with the senior management team and key executives. It is also essential to have a meeting with the Chair, where the importance of fostering a constructive board culture is discussed, and clear behavioural expectations are set. New directors should meet with each Committee Chair to discuss priorities and expectations, and they are often encouraged to attend all committee meetings at least once within their first six months, even if they are not members. This broader exposure adds depth to their induction.
For certain directors, such as those joining the Audit or Risk Committees or those preparing to chair one, meetings with external advisors, including internal or external auditors, may be essential.
In addition, scheduling site visits is highly beneficial, either individually or with the entire board, to provide directors with a comprehensive view of the organisation. Some boards also assign new directors a “buddy” – a more experienced board member – to help accelerate their integration. Finally, refresher sessions with the CEO or other key executives after six or nine months can further reinforce the induction process, ensuring the new director has fully absorbed the company’s operations and culture.
