Develop your action plan

Do I understand the business case for gender parity (and diversity more broadly) and inclusion?

• Read the research that shows the value of diversity and inclusion.
• Benchmark the board's performance against other relevant boards.

Do key decision-makers and the board demonstrate a strong commitment to gender parity and inclusion?

• Share with key decision-makers and the board the research showing the value of diversity and inclusion.
• Have an honest conversation with key decision-makers and the board about the topic of gender parity and inclusion, including the business case and risks of inaction.

Do I role model inclusion in the recruitment process? Is the recruitment process fair and transparent?

• Engage in professional development relating to unconscious bias and strategies to disrupt its impact during recruitment.

Is the recruitment process fair and transparent?

• Conduct an audit of the recruitment process for historical bias.
• Ask a peer about the strategies they have adopted to disrupt unconscious bias during their board recruitment process.
• Document and publicly disclose the board's recruitment guidelines/policy, ensuring approval from key decision-makers.
• Document a recruitment plan for each role you plan to recruit to.

Do the selection criteria accurately reflect the skills and experiences required of the board member?

• Include diversity within the board's skills matrix.
• Conduct a role analysis for every role you plan to recruit to (not just new ones).
• Include a demonstrated track record of commitment to diversity and inclusive behaviours as personal qualities in the selection criteria.
• Ensure key decision-makers have formally approved the suggested selection criteria.

Have targets been set relating to gender parity and inclusion in recruitment?

• In conjunction with the board/key decision-makers, identify gender specific targets in the recruitment process.

Do nominees from specific individuals, groups or organisations include female candidates?

• Share the business case for gender parity and inclusion with those who nominate potential candidates.
• Request individuals, groups or organisations to provide a gender-balanced list of nominations.

Is the position advertised widely, to help reach the best and broadest range of candidates?

• Review the language in the advertisement and role description for gender bias.
• Engage a professional search agency with a track record of commitment to gender parity, including successful placement of female board directors, and require the consultant to comply with the candidate list targets set.
• Post expression of interest opportunities on a variety of websites to encourage applications from suitably qualified applicants.

Is the selection panel gender-balanced, and committed to gender parity and inclusion?

• Ensure the suggested make-up of the selection panel is gender balanced.
• Recommend only panel members with a demonstrable track record of commitment to gender parity and inclusion.
• Ensure key decision-makers have formally approved the selection panel.

Is the shortlisting and interview process free of bias?

• Use a standard application form to ensure consistent information is obtained from all candidates.
• Develop interview guidelines to help  the panel members be fair and objective in decision-making.

Is diversity and inclusion included in the board induction process?

• On completion of the selection process, provide a brief memo to the key decision-maker or board chair describing the steps taken to promote gender parity and inclusion in the recruitment process.
• Include information on diversity and inclusion in the board induction pack.
• Suggest to chairs an update on their onboarding processes such as first meeting kick-off when a new member joins.