Recruiting the right trustees: why induction matters as much as selection
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Small charities usually know they need trustees who bring the right mix of skills and judgement. The challenge is finding them without relying on the same old circles and then giving them enough support to contribute well. That is where the Charity Commission’s refreshed guidance is helpful: it focuses on practical steps that can make recruitment and induction more manageable for boards under pressure.
The Commission now places more emphasis on skills audits, clearer role descriptions, broader advertising, and stronger induction. In other words, recruitment is no longer just about filling seats; it is about strengthening governance.
The updated guidance is also a useful reminder that many charities still recruit too narrowly. The Commission’s accompanying research found that only 6% of trustees applied through an advert, while more than half of charities relied on personal contacts to recruit new trustees. That is not necessarily wrong, but it does mean many boards are still drawing from a very small pool.
Look beyond “nice people who care”
It is tempting to recruit trustees on the basis that they are committed, available and supportive of the cause. Those qualities matter, but they are not enough on their own. A good board needs people who can ask awkward questions, understand the charity’s risks, read papers critically and contribute to collective decision-making.
That is why the Commission encourages charities to distinguish between what is genuinely essential for a role and what can be learned once someone joins the board. A charity does not always need a trustee who already knows every technical detail. It may need someone with the potential to learn quickly, bring a fresh perspective and add something the board currently lacks.
A skills audit can help. Rather than starting with a vague wish list, trustees should ask what the board actually needs at this moment. Does it need financial confidence, fundraising experience, legal understanding, digital skills, sector knowledge, international experience, lived experience of the charity’s work, stronger community links, or a particular character trait? A board that thinks in this way is more likely to recruit intentionally rather than conveniently.
Three overlooked issues
One overlooked issue is board culture. Even the best recruitment process will fail if new trustees feel unable to contribute once they are appointed. If meetings are dominated by a small number of long-serving trustees, or if challenge is quietly discouraged, then diversity of recruitment will not translate into better governance.
A second issue is personal connections. The Commission notes that many trustees are asked to join by the chair or another board member, and that while this can produce good candidates, it can also narrow the field and create practical difficulties where there are several personal ties on a board. The issue is not simply whether a trustee has been invited by someone they know. It is whether the board still has enough independence, openness and discipline in its decision-making.
The third overlooked issue is induction as part of governance, not admin. The Commission has expanded the induction section of CC30 because good recruitment alone does not make a trustee effective. New trustees need to understand the charity’s purpose, structure, finances, current risks, governance arrangements and the expectations of the role. Without that, even a strong recruit may take months to become useful.
Make induction practical
A good induction starts before the first meeting. Send a short but useful pack as soon as the appointment is agreed. At a minimum, this should include the governing document, latest accounts, recent board papers, key policies, the strategic plan, and a brief note on current priorities and challenges. This gives new trustees enough context to arrive prepared rather than confused.
Induction should also be tailored. A one-size-fits-all process is rarely enough. A trustee with a finance background may still need help understanding the charity’s particular reserves policy or risk profile. Someone with experience in the sector may still be new to charity law, trustee duties or board culture. The Commission encourages charities to discuss with each new trustee what information and learning they need to become effective, and how that support will be provided.
It also helps to assign a buddy. Pairing a new trustee with an experienced board member gives them a safe place to ask questions, decode jargon and understand how things really work. A good buddy can be especially valuable where the charity is complex, international, faith-based or heavily reliant on volunteers and staff relationships.
Just as important, induction should include live conversations. A meeting with the chair is essential. A conversation with the chief executive or senior staff can help the trustee understand how the charity operates day to day. Where possible, a visit to a project, service or partner organisation makes the work feel real and helps trustees connect governance decisions to lived experience.
Don’t stop at appointment
The best boards treat recruitment and induction as one process. They do not assume that an appointment is the finish line. Instead, they check early on whether the new trustee understands what is expected, whether they have enough information, and whether they feel able to contribute.
A simple way to do this is to review the induction after the first meeting, then again after three or six months. Ask what has been helpful, what has been unclear and what further support is needed. That kind of follow-up is not an optional extra. It is how a board turns a recruit into a useful trustee.
For charities, especially smaller ones, the lesson is straightforward. Recruitment is not just about finding warm bodies, and induction is not just about being welcoming. Both are part of the same governance task: building a board that can think well, decide well and serve the charity well.
Useful Links: https://www.gov.uk/government/news/regulator-updates-guidance-to-help-charities-open-up-opportunities-for-new-trustees
https://www.gov.uk/government/publications/finding-new-trustees-cc30
https://www.gov.uk/guidance/trustee-board-people-and-skills
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