Dad's Army in the boardroom

IT seems that while most organisations follow best practice with executive board members, they are only too willing to cut corners with their non-executives.

The way many go about hiring and supporting this latter group brings back memories of Dad's Army on exercise. There's lots of enthusiasm and it is probable that the intent is good .... but when it comes to procedure, it's clear they don't like it up 'em.

The job of a non-executive director is extremely challenging and it is a testimony to the ability of many that they perform competently without effective support.

If we are to avoid high-profile corporate collapses and restore confidence in the future of British business we must make radical changes to the procedures that companies adopt for the recruitment, remuneration and training of non-executive directors.

The lack of guidance and training identified by our research is a major concern as it appears that all too often the poor non-executive is left to his own devices.

While it could be argued that too much hand-holding will reduce a non-executive's independence, it is staggering that so many organisations fail to conduct background checks, set goals or measure performance.

Jonathan Hick, Chief Executive of Directorbank