The study examined the following questions:
To what extent is Boardroom Apprentice delivering on its vision and aims?
To what extent Is Boardroom Apprentice increasing diversity on boards within the public and third sectors?
How is the investment in Boardroom Apprentice delivering value for public and third sector boards?
What are the main challenges and opportunities for the future of Boardroom Apprentice?
How to build on the achievements and development of Boardroom Apprentice in the future?
Main Findings
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.’
In the most recent cohort (2021/2022):
71% had applied for board positions
61% had successfully secured a board position and were active in a boardroom setting within 12 months of completing the programme
82% of those appointed to a board were female and 71% were aged 30-49
100% of those who secured board positions, believed the Boardroom Apprentice Programme helped them in their new position – referring to improved confidence, skills, knowledge and understanding, and ‘readiness’ to play their part
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:
67% had applied for board positions
95% of those who had not applied anticipated doing so in the future
79% of those who had applied for positions were invited to interview
22% remained with their host board
56% were actively engaged in a board position 12 months after completing the programme
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.
‘The competencies approach taken continues to be challenging for someone like me who has taken a less-than-linear career path.’
‘Iit 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.
‘They have enhanced the diversity around the table. It's brought a new perspective from a varied community background, professional background, and age background.’
