Criteria For Board Selection.
Strategic Alignment and Values-Driven Choices: How HR Leaders Select the Right Board Roles
From governance standards and leadership chemistry to societal impact and growth ambition, senior HR leaders are applying sharper focus and deeper purpose when choosing where, and how, they serve at board level.
Summary:
1. HR leaders prioritise due diligence and boardroom chemistry - especially with the Chair and CEO - when evaluating NED opportunities.
2. Board candidates look for sector fit, strategic relevance, and opportunities where their experience can drive meaningful impact.
3. Board choices are shaped by alignment with executive roles, values, and a desire to contribute to ethical governance and societal impact.
4. Strategic ambition, international growth, and meaningful engagement guide board candidates toward roles where they can add value.
As people leaders transition into Independent Director roles, their approach to evaluating board opportunities has become increasingly strategic and values-led. Considerations such as governance standards, leadership chemistry, sector alignment, and long-term growth potential now shape a more purposeful and discerning engagement with board service. The following reflections illustrate the depth of due diligence and personal alignment that underpin these decisions.
Due Diligence and Decision-Making
For many first-time NEDs, the importance of rigorous due diligence becomes apparent only in retrospect. Yukiko Nakagawa offered a candid reflection on her early experience: “Due diligence is very important when you take on an NED role. Eight years ago (when I took my first NED role) I accepted it without thinking too much, partly because it was my first time and partly because I was asked by someone I knew. Now I look back and I think it was foolish of me. You must do your own due diligence.”
Board Dynamics and Leadership Chemistry
The interpersonal dynamics of the board - particularly the relationship with the Chair and CEO - are often decisive. Chika Sato emphasised the importance of cultural alignment and trust:
When considering whether to take on the role, the following points are of fundamental importance: the company must be a company that adheres to and maintains a high level of compliance and integrity; how my knowledge and experience can be used to help; and I place importance on whether there is a chemistry between us when I meet the company's CEO and Chairman. I want to work with people who are sincere as human beings and who are serious about the company and the people who work there.”
Janina Kugel echoed this view, stating: “The Chair of the Board is a critical factor for me in deciding whether to join a Board. How do they want to run the Board? What is the percentage for non-CFO or CEO roles on the Board? Will they value a different perspective?” Michelle Healy added: “The dynamic and culture of the Board are critical. The relationships with the CEO and CFO also play a big role in choosing the right Board.” Yukiko Nakagawa agreed, noting: “It is very important to have a good rapport with the CEO. I asked myself if I want to support this CEO. It is also important that I am interested in the business itself.” Similarly, Yukari Yomo shared: “During the selection process, I spoke to two or three members of the executive management team, all of whom were very faithful, honest and serious about doing the right things properly. They are people I would be happy to work with.”
Sector Breadth and Organisational Fit
The nature of the business and its stage of development are critical considerations for prospective board members. Celia Baxter noted: “I was sector agnostic apart from Financial Services as I was not interested or experienced in this sector. I wanted international organisations as they were more interesting to me, and I focused on listed companies.” Mikko Pelkonen similarly prioritised alignment with his interests and capacity to contribute: “Interesting industry and people, interesting phase of the company’s development, and my ability to contribute/have impact.” This was also echoed by Katariina Kravi, as the technology industry was one she knew well and the company’s business agenda was one which she could contribute to, including international expansion and a strong people agenda. Michelle Healy added: “I was in an executive role with a Danish listed business when I chose this NED role, and it ensured that I remained connected to a UK listed business.”
Experience and Strategic Contribution
Prior experience - particularly in advisory or not-for-profit boards - is often a valuable stepping stone. Dharma Chandran’s first board role emerged through his professional network rather than a formal recruitment process. Demonstrating strategic impact and commercial acumen in executive roles is frequently a prerequisite. Jacky Simmonds reflected: “When becoming an NED, you must realise that it is not what you have done, but what your business has gone through that you bring to the table. We had been part of one of the biggest mergers in the UK at TUI, we had also experienced one of the biggest digital transformations. I met the Chair of DS Smith, and he was open to a first-time NED. I didn’t get that role, but he was also on the Wolseley Board, which was a bigger company, and he offered me a seat as a non-exec there. Within months, I became Chair of the Remuneration Committee. It really matters if you are interested in the business. I wanted a completely different industry, and I got very lucky with a great Board.” From Hanne Blume’s perspective, her attractiveness as a Board Member was due to her previous P&L experience as much as her CHRO contribution. Henriette Fenger Ellekrog believes her credibility as a Board Member was based on her contribution as a member of executive management teams, her experience of driving large scale transformations and turnarounds, and her track record in forming corporate strategy. Leanne Wood added: “Stepping into a non-executive role is a long-term commitment. You need to be very interested in the business, and you should satisfy yourself that it is worth the extra effort and work.”
Complementing Executive Roles
Some leaders seek board roles that complement their executive responsibilities. Jin Montesano described her experience with Yamaha: “I didn't think my profile or scope fitted the profile of what Boards would be looking for, so it was not something I had thought of. The minute Yamaha heard me expressing my areas of expertise, especially on human capital, people and culture strategies, they realised that these were all the areas where they needed support. So that was how I knew that my chances of getting onto that Board were very good.”
Tanuj Kapilashrami outlined her criteria: “I wanted Retail; I wanted it to be outside of Financial Services so there was no conflict with my executive role, and I wanted it to be domestic as I travelled significantly with my day job. Sainsbury's provided the opportunity to work with an excellent Chair and an exciting Board.” Gautam Chainani added: “There were three criteria: alignment between the organisation's mission and my capabilities, skills and experience; where I could add most value given my time commitment, since I wasn’t looking for a consulting assignment in the guise of a Board position; and my comfort level with the Promoter, his value set, the leadership team and the overall financial health of the organisation.”
Values, Ethics and Societal Impact
For many, alignment with values and ethical governance is non-negotiable. Kevin Henry, appointed to the Board of SAIA Inc. in 2020, remarked: “The best time to build a Board framework is when you’re not in the market.” Dr Chandrasekhar Sripada emphasised: “A consistent track record for high integrity in financial transactions, ethical conduct, reputation and quality of other Board members, and above all promoter(s)/CEO’s professional disposition toward the independence of the Non-Executive Board members.” Emmanuel David added: “Sector where my expertise has currency and could be used; a company known for its Good Governance. No adverse comments in the public space and social media; and is the company contributing to National importance or has a social importance.” Gajendra Chandel concluded: “There are three anchors: founders with global ambition, but deeply grounded intent especially based on ancient Indian values/ethos of ‘Vasudhaiva Kutumbakam’; businesses at inflection points, with potential to scale meaningfully; and boards that value integrity, dialogue, and societal impact - not just compliance. I’ve stayed focused on Indian enterprises that carry both aspiration and responsibility.”
Ambition for Growth and Strategic Fit
For many board candidates, a company’s growth trajectory and strategic ambition are central to the decision-making process. Jun Aoki explained: “Selection was based on the company's ambition for growth, attractiveness of the business, clarity of expectations and my potential contribution. Specifically, I focused on the company's ambition for growth and change, the attractiveness of the business and people involved.” Yukari Yomo shared a similar rationale, noting that the reasoning behind her appointment was clearly aligned with her background: “The company that accepted the outside director position was convincing and true in its reasons for wanting a female candidate. In addition, it was explained to me that my HR executive experience at global companies would fit the company's strategy for future growth and development as a global business.” Camilla Grönholm also prioritised international expansion and strategic alignment in her board choices. “I targeted companies operating and growing internationally as this is where I am at my best and could provide true value. In summary, targets where I could play to my strengths and experience in multiple dimensions. I also made a conscious decision to avoid opportunities where gender quota targets seemed to be a key driver for considering me.” For Anita Belani, the defining factor was the quality of engagement from the leadership team. “I looked for a company leadership ready to engage beyond Board meetings so that I could contribute based on my expertise,” she said, highlighting the importance of meaningful collaboration over symbolic appointments.
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