M
E
A
s
U
R
I
N
G
t
H
E
I
M
P
A
C
T
O
F
B
O
A
R
D
R
O
O
M
A
P
P
R
E
N
T
I
C
E
S
U
M
M
A
R
Y
R
E
P
O
R
T
This is the summary of the report of the ‘Measuring the Impact of Boardroom Apprentice’ study which was carried out between February-May 2024 by independent consultant, Dr Tony Macaulay (Macaulay Associates).
Boardroom Apprentice is a unique 12-month learning, development and placement programme which enables those who aspire to serve on a public or third sector board to learn and gain experience before they take that step.
The programme provides an opportunity for those without board experience to enhance their knowledge and understanding through in-depth learning and support, and gain 12 months experience on a Host Board, supported by a Board Buddy. It seeks to enable a wider diversity of individuals to play their part within boardrooms.
Immerse yourself in a captivating collection of stunning video creations that push the boundaries of visual storytelling. From breathtaking landscapes to innovative techniques, this showcase celebrates the artistry and creativity of video work.
Immerse yourself in a captivating collection of stunning video creations that push the boundaries of visual storytelling. From breathtaking landscapes to innovative techniques, this showcase celebrates the artistry and creativity of video work.
Since 2017, Boardroom Apprentice has created the opportunity for 439 people of all ages, all backgrounds and all abilities to begin their journey to the boardroom.
‘It's always good to have that fresh perspective and someone else who's just reminding us of our responsibilities. The fact that they have gone through a programme where that has been really ingrained gives them the confidence to ask questions as well, which is really positive.’
Immerse yourself in a captivating collection of stunning video creations that push the boundaries of visual storytelling. From breathtaking landscapes to innovative techniques, this showcase celebrates the artistry and creativity of video work.
Immerse yourself in a captivating collection of stunning video creations that push the boundaries of visual storytelling. From breathtaking landscapes to innovative techniques, this showcase celebrates the artistry and creativity of video work.
Immerse yourself in a captivating collection of stunning video creations that push the boundaries of visual storytelling. From breathtaking landscapes to innovative techniques, this showcase celebrates the artistry and creativity of video work.
Immerse yourself in a captivating collection of stunning video creations that push the boundaries of visual storytelling. From breathtaking landscapes to innovative techniques, this showcase celebrates the artistry and creativity of video work.
There is evidence that the vision of Boardroom Apprentice, of moving the board member role from aspiration to reality, is being realised.
‘You can see from their training they have a good grasp of what it means to be a member of a board. They have had a good grounding, training and experience. They have a very good grasp of governance, the strategic (as opposed to operational) role of the board and the concept of delegated authority.’
There is evidence that Boardroom Apprentice is achieving its key aims of creating a diverse and sustainable pool of capable board-ready board members.
The creation of a pipeline of well-trained board members is particularly valued. This success is dependent on the commitment of the individual Boardroom Apprentice and the quality of support from the Board Buddy.
‘It’s delivering hugely. It's now widely known and understood and has created a significant cohort of people who are ready for a board.’
Immerse yourself in a captivating collection of stunning video creations that push the boundaries of visual storytelling. From breathtaking landscapes to innovative techniques, this showcase celebrates the artistry and creativity of video work.
Immerse yourself in a captivating collection of stunning video creations that push the boundaries of visual storytelling. From breathtaking landscapes to innovative techniques, this showcase celebrates the artistry and creativity of video work.
Note: Follow up tracker carried out 12 months post completion
The main impact of the programme is increasing the number and diversity of well-trained and motivated board members.
‘There’s a recognition that it’s bringing in new blood with younger board members and experiences that are different from those of ex-public servant applicants who are within the public appointments' loop.’
'They're very aware of the reason why you're sitting on a board. I can see from both of them, it's not about what they get out of it as much as what they bring and how they can support the work we do.’
‘It’s good to have access to high calibre candidates from diverse and under-represented backgrounds.
The majority of Boardroom Apprentices are actively engaged in a board position 12 months after completing the programme.
The latest tracker and impact report for Northern Ireland, based on survey responses of 135 Apprentices (out of 223) over 5 years shows that:
The majority of Boardroom Apprentices apply to and are appointed to boards in the third sector, where the vast majority of board opportunities exist, some as a pathway to a public sector appointment.
In the latest cohort of Boardroom Apprentices, 50% applied to third sector boards, 35% to public sector boards and 15% to boards in both sectors.
18% of those who secured board positions were appointed to public sector boards and 6% to boards in both sectors.
Although there are fewer opportunities in the public sector, there are also systemic barriers in the public appointments process that result in a lower success rate for Boardroom Apprentices in applications to public sector boards.
‘In the first application, the feedback for not being shortlisted was that I didn’t have enough experience.’
‘The competencies approach taken continues to be challenging for someone like me who has taken a less-than-linear career path.'
’It seems organisations will still pick the candidates with the most years’ experience. I applied for a position on board that I was actually a Boardroom Apprentice on during the programme, and despite the great feedback I got during my time there, I wasn't even shortlisted for the board position I applied for.’
A key impact is that Boardroom Apprentice is creating more diverse boardrooms in both the public and third sectors by increasing female and younger board membership.
Boardroom Apprentice could further increase diversity from other groups such as people with disabilities and from ethnic minorities.
‘By coming from a different sector, different demographic and with no significant prior knowledge of the organisation leads to new ideas and different perspectives coming to the table.’
‘They have enhanced the diversity around the table. It's brought a new perspective from a varied community background, professional background, and age background.’
The main impact on individual boards, as a result of appointing a former Boardroom Apprentice, is improving the quality of discussion and decision-making.
Other impacts are bringing a clear understanding of the role, and bringing additional experience, skills and knowledge.
‘The former Boardroom Apprentice brings more conversations around governance, scrutiny of financial figures and questions on strategic direction.
‘I think it sharpened everybody up. Right away everyone knew the former Boardroom Apprentices were well versed in how a board works and knew what they were talking about. They're intelligent and gave good considered thought to things.'
‘Respectfully challenges and asks the questions that should be asked.’
A major impact of former Boardroom Apprentices is their contribution to diversity of thought around the board table, by bringing their own distinctive skills, knowledge, perspective and lived experience to discussions.
‘The amount of knowledge and skill base is fabulous.’
‘They focus on strategic discussions – the right sort of discussions. They are not afraid to ask questions and they ask more of the ‘why?’ questions than the ‘how?’ questions.’
‘Has brought a high degree of integrity.’
The main differences between former Boardroom Apprentices and other board applicants is a higher level understanding of governance and greater preparedness to contribute fully on a board. This includes being well prepared and asking appropriate questions. Other differences are stronger motivation and more confidence.
‘The former Boardroom Apprentice came with a very clear underpinning knowledge and a very strong foundation of the requirements of being a non-executive director of a public body organisation, in terms of corporate responsibilities, strategic responsibilities, financial responsibilities and risk management.'
‘Candidates who complete the Boardroom Apprentice Programme are guaranteed to fully appreciate the key aspects of being a non-executive director: A good example of this is the concept of the separation of strategy and operational management.'
`I think they're immediately engaged with the activity of the governing body and therefore much better placed to play an active role in governance. They're familiar with the Nolan principles, they're guided by the experience and the knowledge that they've acquired as part of their Boardroom Apprentice programme and, to be frank, they're much more useful.'
The main added benefits for a board in recruiting former Boardroom Apprentices is having a new member with recent appropriate Board training who is ready to make an immediate impact, bringing additional skills, knowledge and expertise into the board from their own personal and professional background, stimulating enthusiasm and fresh thinking.
‘They have always brought fresh perspectives and there has been real exchange of learning and knowledge.’
‘A more curious voice.’
‘They bring a good quality of engagement on the board – stronger, more vocal and fully participative.’‘The Boardroom Apprentice came with curiosity to the project which was refreshing and helped us to look at ourselves as a board.’
Former Boardroom Apprentices are contributing to those boards that need to improve their effectiveness by participating fully, applying their understanding of governance, questioning and challenging, and bringing specific knowledge and skills to key areas of organisational effectiveness.
‘Yes, they bring a good discipline in terms of attendance at meetings, providing feedback on papers (having read the papers and considered them carefully in advance of the meeting). These good behaviours bring effectiveness, helping us to keep to the agenda and on time.’
‘They turn up. They read the papers. They are very positive contributors to discussions and decision making.’
The investment in Boardroom Apprentice is delivering benefits and value for public and third sector boards by increasing the number and quality of board-ready board members. The programme is good value for money, in terms of the cost per head, in comparison to similar training programmes. Further evidence of the impact of the programme could be provided by quantifying the full cost against the value of outcomes to indicate the social value and return on investment.
`They engage actively in the work of the board sub-committees; They are not afraid to challenge, ask important questions or to make suggestions. They have brought up-to-date knowledge and experience of finance, accounting, risk management, strategy, IT and public sector working to the board.’
The main challenges for former Boardroom Apprentices being appointed to public sector boards are the priority given to applicants with more years and seniority of experience and specific expertise, and challenges for younger applicants, with substantial work and family commitments, to find the time required to complete application processes and serve on a public sector board.
‘Prior to Boardroom Apprentice I was passed over for five applications. One of the recruiters told me that to be on a board I needed to have boardroom experience. Asking how I could get experience without anyone giving me an opportunity was responded to with shrugged shoulders.’
‘Time-consuming and lengthy application process.’
‘Some individuals are tremendous and end up as chair of a public sector board, but some don't come through to the public sector and stay in a comfort zone in the voluntary/community sector.’
The main challenges for the future of Boardroom Apprentice are sustaining commitment, support and funding to deliver the programme and sustaining the flow of high quality Boardroom Apprentices.
‘With an ever-decreasing budget, government might say, ‘no we can't afford to run the Boardroom Apprentice programme’. My challenge back to them would be, can you really not afford to run it because if you need the calibre of people coming through with the training and the understanding then you really have to keep it going.’
The main opportunities for the future of Boardroom Apprentice are the ongoing need for a pipeline of new board-ready members with the right skills, training and understanding of governance, to bring greater diversity and effectiveness to boards.
‘It's a really good product and in terms of delivery, it has a proven brand and proven success. So I think there's the opportunity to continue it.’
‘My priority is ensuring that departments run selection processes which give ministers a choice of high quality candidates, drawn from a strong, diverse field, in each public appointments campaign. By giving a wide range of people exposure to public and third sector boards, and the knowledge and understanding to complement that experience, Boardroom Apprentice plays a significant role in delivering that objective, improving the quantity and quality of candidates who apply for public appointments.’
(Sir William Shawcross, Commissioner for Public Appointments England and Wales)
The main recommendations are that Boardroom Apprentice should work to:
Website by era92creative.com