Induction for NHS non-executive members: guidance

Guidance on the updated approach to induction for non-executive members of health bodies following the blueprint for good governance.

What Next?

An induction programme is just the beginning of the journey. All Non-Executive Members will require a programme of learning and development activities which has been tailored to meet their individual needs and the requirements of the Board.

The new appraisal arrangement for Non-Executive Members expect NHS Board Chairs to have open, honest discussions with their Non-Executives, with specific reflection on values and the manner in which the Non-Executive takes up their role as "Enablers" of performance as described in the Blueprint for Good Governance.

Introductory meeting with your Chair

The purpose of this meeting is to identify individual support requirements. Discussing the feedback from the selection process will confirm areas of strength and ways to use these in role. It also affords the opportunity to identify gaps in knowledge which need to be addressed to enable the Non-Executive to be effective in the role as quickly as possible. Part 1 of the Induction Review Form contained in the Values Based Reflection tool should be completed at this point.

Six-Month Review meeting with your Chair

The purpose of the six-month meeting with your Chair is to review the induction experience, what the Non-Executive has learnt about the skills and manner to adopt to be most effective in role. The discussion will also cover what they have noticed about the culture of the local health and social care system. During this meeting use Part 2 of the Induction Review Form to capture reflections to evidence growth, learning and continue to build on their CPD journey.

Non-Executive Members should:

  • have regular two-way discussions about their performance with Board Chairs;
  • play an active role in identifying their own learning and development needs;
  • ensure that they have a learning and development plan agreed with the Board Chair;
  • mentor less experienced Non-Executives; and
  • seek out opportunities to network with other Non-Executives.

Board Chairs can support new Non-Executive Members by:

  • ensuring that an induction programme has been developed for their Board;
  • ensuring that all core and mandatory training has been provided;
  • ensure that they have regular two-way discussions with their Non-Executives about performance;
  • ensuring that all Non-Executives have a learning and development plan; and
  • seeking out opportunities for Non-Executives to network and engage with other Non-Executives.



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