Strategies to improve board diversity | Guide

Board diversity can be a crucial factor for the success and sustainability of any organisation. A diverse board brings different perspectives, experiences, skills, and networks that enhance decision-making and innovation, while also being more representative of the workforce and customers.

However, achieving board diversity is not necessarily straightforward. It requires intentional and strategic actions from the board itself and other involved stakeholders. Adopting these five strategies can help improve the board diversity of your organisation.  

Succession planning 

Effective boards anticipate the skills that will be lost and need to be replaced at the end of terms. This foresight allows for proactive selection to improve diversity within the requisite regulatory timeframes. A shadow board is one way you can ensure a diverse pool of experienced talent is ready when new board members are needed. These shadow boards not only increase diversity of thought on the main board, but also offer a great opportunity for aspiring NEDs and Trustees in a developmental and supportive way. 

Skills gap analysis  

When working on skills gaps and considering diversity, reflect on which skills are really required. Recruiters often see endless catch-all lists of essential experience and small lists of desirable – is that really the right way around? Ask yourself what fundamental skills the candidate needs for the board to function well and what skills can be learnt on the job or are covered by someone else on the board. Think about the qualifications that are needed. The more you layer the requirements, the narrower your pool (and subsequently diversity) of selection becomes. 

Attraction and selection 

To attract a diverse range of candidates, pay attention to the language you use in your adverts or candidate packs. Choose words and expressions that are respectful and welcoming to everyone and avoid those that may imply bias or exclusion. For example, use neutral terms like chairperson instead of chairman and write in clear and simple English without jargon or acronyms. Using exclusive language in recruitment materials can discourage some candidates from applying.  

Showcase your commitment to diversity and inclusion throughout the recruitment materials. Don't just mention it once and forget about it. Candidates want to see that your organisation values and practices inclusion seriously. 

One way to ensure that your longlist reflects diversity is to work with an organisation like WIG with an expert team skilled and committed to recruit diverse board members. WIG uses a search methodology that reaches out to potential candidates and encourages them to apply for the role, especially those from underrepresented groups. This increases the chances of having a diverse pool of applicants to choose from. In the past 12 months, 55% of our appointments have been women, and 35% were people from an ethnic minority background. The final decision on who to interview is up to the selection panel, but having a diverse longlist makes it easier to achieve this goal. 

Consider your interview panel 

Ask yourself two questions when you select your interview panel. One, does it reflect the diversity of your organisation or your desired diversity? Two, does it make the candidates feel comfortable and welcome? Some candidates have told us that they felt discouraged by the panel's lack of diversity and were put off from the organisation. Remember that you have to attract the candidates as much as they have to impress you. Follow the Disability Confident scheme and make any adjustments needed to ensure a fair process for all applicants. 

Onboarding 

A good practice for any board is to make new members feel welcome and comfortable. This can be done by assigning suitable buddies, providing shadowing opportunities, organising necessary training in advance, and fostering a psychologically safe environment in the board room. This way, new members can quickly adapt and contribute with their skills and diverse perspectives. Remember you won’t benefit from a diverse board if it isn’t inclusive.

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