Inclusive boards in practice

Creating a truly inclusive board is not simply about increasing representation, it’s about ensuring all members are empowered to contribute meaningfully and feel valued for their skills, experience, and perspectives. 

This guide outlines practical actions that board members and those involved in the public appointments process can take to reduce unconscious bias, tackle racism, and build actively anti-racist, inclusive board cultures. 

Racism is not an abstract concept; it is a lived reality for many individuals and remains a significant barrier to fair representation. This guide aims not only to support diversity broadly, but to help board members understand their role in identifying, challenging and dismantling racist structures and behaviours.

Diverse appointments should never feel tokenistic. Every candidate should know they were selected for their capability and feel welcomed into an environment where they can thrive.

Be clear about what you are looking for

Avoid vague “must have board experience” requirements unless essential. Consider transferable skills and lived experience that may not have come through traditional routes. Recognise non-executive experience from community leadership, campaigning, public engagement, or consultancy. 

In practice

Epic Games introduced a “Second Look Rule” as part of their recruitment strategy. It encourages panel members and hiring managers to pause before dismissing candidates who don’t reflect their own background or the usual profile for the role. Whether reviewing a CV or sitting in an interview, they are prompted to take a moment and look again — asking themselves whether unconscious bias might be influencing their decision. 

This simple intervention slows the process down just enough to make space for fairer, more thoughtful assessments and broader consideration of candidates who bring different experiences and perspectives.

Write inclusive role descriptions

Use plain, inclusive language. Avoid jargon or unnecessary qualifications. Write in the second person ("you will bring...") and clearly outline the board’s commitment to diversity, not just in a footnote but throughout the advert.

In practice

Johnson & Johnson uses AI-powered writing tools like Textio to remove gender-coded or exclusive terms and create inclusive job descriptions.

Promote opportunities widely

Advertise beyond standard channels. Use diverse networks, community organisations, and platforms targeted at underrepresented groups. Tap into existing networks within your sector or region.  Hold virtual information sessions so that people can find out more about the roles, find out how to apply and meet existing board members.

In practice

Transport for London collaborates with schools, colleges, and universities to reach young people and underrepresented communities through targeted campaigns and STEM outreach.

Use diverse and trained panels

Public appointment panels must reflect a mix of backgrounds and perspectives, and are trained not only in unconscious bias, but also in understanding racism, anti-racism, and how structural inequalities can manifest during the appointment process. 

To support this, the Public Appointment Team is committed to reviewing and strengthening its public appointments guidance and panel processes ensuring clarity, transparency, and inclusivity at every stage. This includes developing tools like structured scoring frameworks, clearer expectations for panel behaviour, consideration of alternative assessment methods and guidance to reduce bias in assessments and discussions.

Challenge 'fit' thinking

Avoid subjective judgments like 'fit' that may reflect unconscious bias and may exclude candidates who bring valuable diversity of thought. Instead, ask: “What unique value does this person add to our board?”

In practice

Google trains panels to evaluate candidates based on values and problem-solving ability, rather than cultural conformity.

Offer Support Through the Process

Make adjustments, visible and accessible at every stage. Offer plain language documents, guidance calls, and alternative formats for interviews.

In practice

HSBC uses AI-driven support tools and helplines to help candidates—especially neurodivergent applicants—navigate the recruitment process more confidently.

Use positive action where permitted

Where candidates are of equal merit, appoint the individual from the underrepresented group. This is lawful and can help build diverse boards while maintaining fairness.

It is essential that panels receive training on the lawful use of positive action under the Equality Act 2010 and understand the difference between positive action (a proactive but lawful step) and positive discrimination (which remains unlawful). This knowledge enables confident, ethical, and effective decision-making.

In practice

BBC Board has used positive action openly and transparently, with clear messaging to reduce stigma or misunderstanding.

Get onboarding right

Tailor onboarding to individual needs. Offer board buddies, flexible induction, and accessible materials. Encourage early check-ins to build belonging.

In practice

The Environment Agency uses optional behavioural profiles and tailored onboarding conversations to support board members from day one—especially helpful for those new to board roles or neurodivergent individuals.

Promote Diversity of Thought

Encourage different styles of communication, thinking, and contributing. Create space for reflection and invite a range of voices into key decisions.

In practice

Google’s 'Project Aristotle' found psychological safety to be the top predictor of team success—where individuals feel safe to speak up, take risks, and share ideas without fear of embarrassment or rejection. This is especially important for fostering diversity of thought.

PwC supports psychological safety and inclusion by encouraging regular open conversations about diversity and inclusion through staff forums, surveys, and dedicated discussions. These help address challenges, track progress, and foster a culture where diverse perspectives are actively sought and valued.

Embed inclusive behaviours

Notice and challenge microaggressions or assumptions. Rotate roles in meetings. Ask: “Whose voice is missing?”

In practice

GoDaddy trains its leadership to identify exclusionary behaviours and hosts regular conversations on building belonging.

Normalise reverse mentoring and safe conversations

Enable senior board members to be mentored by individuals from underrepresented backgrounds. Hold informal spaces to discuss race, disability, gender, and lived experience.

In practice

Bank of America introduced regular “Courageous Conversations” to create open dialogue across difference and increase empathy across the organisation.  It provides a safe space where members don't have to fear using the wrong terminology.

Set inclusive objectives and KPIs

Include measurable objectives related to inclusion such as mentorship, outreach, or inclusive recruitment in board members’ performance expectations.  Where under-representation of ethnic groups is evident, boards should consider setting clear, time-bound targets to address this. The Welsh Government has applied this approach successfully to drive progress in areas of persistent inequality.

In practice

Channel 4 holds its senior leaders and board accountable for inclusive behaviours and publishes regular updates on progress.

Admiral Group, headquartered in Cardiff, has established internal Diversity and Inclusion (D&I) working groups that directly influence policies, initiatives and employee experiences. These groups help ensure that inclusive values are embedded in decision-making at every level. Admiral also tracks progress against its D&I commitments and engages employees in shaping next steps.

Celebrate and value diverse talent

Introduce and frame board members by their strengths and expertise not just their diversity. Create pathways for diverse members to lead sub-committees or represent the board publicly.

In practice

Greater London Authority highlights the professional backgrounds and achievements of new appointees in communications to shift the narrative from representation to contribution.

Moneypenny, a North Wales based company recognised for its progressive workplace culture, places a strong emphasis on employee wellbeing and inclusive leadership. Their focus on personalised support, open communication, and celebrating diverse strengths has helped create a workplace where people feel respected, valued and able to thrive.