The Stakeholder Engagement Manual Volume 2 - AccountAbility

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Engage with your stakeholders in ways that work P14: IDENTIFYING THE MOST EFFECTIVE ENGAGEMENT METHODS BACKGROUND The tools and methods of stakeholder engagement include processes already familiar to business such as market research surveys and focus groups, opinion leader research, conferences and workshops. Other, less familiar participation processes and facilitation techniques may also be useful; tools and techniques developed by practitioners in international development, public planning, democratic participation and online communities can be especially helpful in consensus building and problem solving with diverse groups of stakeholders. Th ere are a wide range of methods and tools available, each with advantages and limitations. Getting it right depends on picking the right combination of approaches and techniques for your particular situation, business and stakeholders. Th ere is no single formula for making this selection; in each case it will depend on a number of factors which have already been analysed in previous stages, for example: • Your strategic engagement objectives • Th e current approach to and level of engagement with your stakeholders • Th e maturity of the issue • Your and your stakeholders’ expectations regarding the outcomes of the engagement • Available resources to undertake engagements • Th e magnitude of change that you are seeking and your margins of movement In many cases, combinations or sequences of diff erent approaches may be necessary for achieving your objectives. For example, conducting focus groups may be an excellent way of gaining initial insights into stakeholders’ perspectives on an issue. Th ese insights could then be the starting point for developing a voluntary initiative with some industry peers to address the issue. When you are establishing such a voluntary initiative, you should then also make sure that relevant stakeholders who will be aff ected by it are informed in some way. Focus groups for the initial exploration of an issue are also an excellent way of preparing the design of a tailor made survey, for example to examine employee perspectives on internal management practices. Important Note: Th e ‘fi rst’ three modes (passive, monitor, inform) are not really engagements as such, as real engagement is interactive. However, ‘remaining passive’, ‘monitoring’ or ‘informing’ are three key approaches to stakeholders, which can form an important characteristic of your relationship with your stakeholders. Th ey can constitute your only relationship with a particular group of stakeholders, or they can be complementary to other activities.
Level Remain Passive Monitor Inform Transact Consult Involve Collaborate Empower Levels of Engagement 11 Goal No goal. No engagement. Monitor stakeholders’ views. Inform or educate stakeholders. Work together in a contractual relationship where one partner directs the objectives and provides funding. Gain information and feedback from stakeholders to inform decisions made internally. Work directly with stakeholders to ensure that their concerns are fully understood and considered in decision making. Partner with or convene a network of stakeholders to develop mutually agreed solutions and joint plan of action. Delegate decisionmaking on a particular issue to stakeholders. Communication No active communication One-way: stakeholder to company. One-way: company to stakeholder, there is no invitation to reply. Limited two-way: setting and monitoring performance according to terms of contract. Limited two-way: company asks questions and the stakeholders answer. Two-way, or multi-way between company and stakeholders. Learning takes place on both sides. Stakeholders and company take action individually. Two-way, or multi-way between company/ies and stakeholders. Learning, negotiation, and decision making on both sides. Stakeholders work together to take action. New organisational forms of accountability: stakeholders have formal role in governance of an organisation or decisions are delegated out to stakeholders. Nature of relationship No relationship No relationship Short or long term relationship with stakeholders. "We will keep you informed." Relationship terms set by contractual agreement. “We will do what we said we would” or “we will provide the resources to enable you to do what we agree”. Short- or long-term involvement. "We will keep you informed, listen to your concerns, consider your insights, and provide feedback on our decision." May be one-off or longer-term engagement. "We will work with you to ensure that your concerns are understood, to develop alternative proposals and to provide feedback about how stakeholders views infl uenced the decision making process”. Long- term. "We will look to you for direct advice and participation in fi nding and implementing solutions to shared challenges.” Long-term."We will implement what you decide.” 11 See also the complementary Figure 1.3 in Volume 1: “The Guide to Practitioners’ Perspectives on Stakeholder Engagement”, p. 14 STAGE 4 Engagement Approaches Stakeholder concern expressed through protest, letters, media, websites etc., or pressure on regulatory bodies and other advocacy efforts. Media and internet tracking. Second-hand reports from other stakeholders possibly via targeted interviews. Bulletins and letters. Brochures, reports and websites. Speeches, conference and public presentations. Open houses and facility tours. Road shows and public displays. Press releases, press conferences, media advertising, lobbying. ‘Public Private partnerships’ and Private Finance Initiatives, Grant-making, cause related marketing. Surveys. Focus Groups. Workplace assessments. One-to-one meetings. Public meetings and workshops. Standing stakeholder advisory forums. On-line feedback and discussion. Multi-stakeholder forums. Advisory panels. Consensus building processes. Participatory decision making processes. Joint projects, voluntary two-party or multi-stakeholder Initiatives, Partnerships. Integration of Stakeholders into Governance Structure. (eg. as members, shareholders or on particular committees etc.) THE PRACTITIONER'S HANDBOOK ON STAKEHOLDER ENGAGEMENT | 97
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VOLUME 2
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Forewords Foreword by AccountAbilit
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Contents WELCOME STAGE 1 STAGE 2 ST
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Introduction OPENING NOTE Backgroun
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Introduction WHY ENGAGE? Th e past
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Introduction WHAT IS IN THIS HANDBO
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Forwards Introduction HOW TO USE TH
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Introduction PRINCIPLES AND STANDAR
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Introduction PRINCIPLES AND STANDAR
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Introduction PROCESS SUMMARY STAGE
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Introduction BEFORE YOU START Befor
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Think Strategically STAGE 1 PURPOSE
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STAGE 1 Th e process outlined in th
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STAGE 1 SUGGESTED METHODOLOGY M1: M
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Camelot's Eight Stakeholder Groups
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New obligations Public Scrutiny New
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Awareness and Preparedness for Emer
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STAGE 1 • Identify Strategic Enga
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P3: IDENTIFYING ISSUES A B C D E ST
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‘What we know’ ‘What they tel
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STAGE 1 THINGS TO CONSIDER This is
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Latent Emerging The Four Stages of
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Stakeholder dependence on the organ
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High impact stakeholder groups are
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KEY PRIORITIES Sales, players and w
Page 52 and 53: STAGE 2 Take time to analyse and pl
Page 54 and 55: Analyse and Plan PRINCIPLES Th e ke
Page 56 and 57: Analyse and Plan P5: REVIEWING YOUR
Page 58 and 59: Analyse and Plan P5: REVIEWING YOUR
Page 60 and 61: Analyse and Plan P6: LEARNING FROM
Page 62 and 63: Analyse and Plan P6: LEARNING FROM
Page 64 and 65: Analyse and Plan P7: ASSESSING YOUR
Page 70 and 71: Analyse and Plan P8: UNDERSTANDING
Page 76 and 77: Analyse and Plan P9: CHECKING FOR R
Page 78 and 79: Analyse and Plan P9: CHECKING FOR R
Page 80 and 81: Analyse and Plan P10: CREATING AN I
Page 83 and 84: STAGE 3 Maintain and strengthen the
Page 85 and 86: Strengthen Capacities for Engagemen
Page 99 and 100: Engage with your stakeholders in wa
Page 101: How this Stage relates to the other
Page 105 and 106: STAGE 4 • Use the table, as well
Page 107 and 108: Telephone Hotlines (continued) One-
Page 109 and 110: STAGE 4 Involving Stakeholders in I
Page 111 and 112: Stakeholder Advisory or Assurance P
Page 113 and 114: 12 Offi ce of Consumer Affairs “V
Page 115 and 116: Name Common Facilitation Techniques
Page 117 and 118: STAGE 4 Outcomes and process planni
Page 119 and 120: British American Tobacco Uses Indep
Page 121 and 122: STAGE 4 Article 13's Method of Asse
Page 123: STAGE 4 REVIEW STAGE 4 By the end o
Page 126 and 127: Take action and review the engageme
Page 128 and 129: P16: CREATING A PLAN FOR ACTION STA
Page 130 and 131: Strategic Objective STAGE 5 THINGS
Page 132 and 133: Camelot's Performance Reporting STA
Page 134 and 135: BAT's Reporting on Stakeholder Dial
Page 136 and 137: STAGE 5 SUGGESTED METHODOLOGY M17:
Page 138 and 139: Thinking about Assurance (continued
Page 140 and 141: Engagement Process SUMMARY TEMPLATE
Page 142 and 143: ANNEX
Page 144 and 145: Annex JARGON BUSTER JARGON BUSTER 1
Page 146 and 147: Annex FURTHER RESOURCES & BIBLIOGRA
Page 148 and 149: Annex Interact Network: Framework f
Page 150 and 151: Annex FURTHER ACKNOWLEDGEMENTS In a
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Annex ACCOUNTABILITY AccountAbility
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Annex STAKEHOLDER RESEARCH ASSOCIAT
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The Stakeholder Engagement Manual Volume 2 - AccountAbility

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