The Stakeholder Engagement Manual Volume 2 - AccountAbility

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SUMMARY TEMPLATE T11: SYSTEMS STRENGTHENING PLAN* STAGE 3 Enabler Steps to strengthen the enabler Priority Timeframe Resources (e.g. toolkits, standards, bestpractise examples, stakeholders Board and management commitment Agreed policies or procedures Current Engagement Activities Performance indicators/ measurements and targets regarding the issue Internal responsibility for an issue Review and learning processes in regards to the issue *electronic version downloadable at www.accountability.org.uk THE PRACTITIONER'S HANDBOOK ON STAKEHOLDER ENGAGEMENT | 85
Strengthen Capacities for Engagement P12: DEVELOPING THE INTERNAL SKILLS AND CHARACTERISTICS NEEDED FOR STAKEHOLDER ENGAGEMENT 9 For more on boundary spanners, please also see: Sean Ansett's article in the AccountAbility Forum No.6 Stakeholder Engagement, London, 2005. 10 See also the Placer Dome case study in Volume 1: :The Guide to Practitioners' Perspectives on Stakeholder Engagement", p29, box 2.4. BACKGROUND When deciding to engage with stakeholders, it is vital that you consider what internal skills are required. Many path-breaking engagement processes involve or are driven by what Sean Ansett calls ‘boundary spanners’. Th ese are individuals within organisations that establish links across organisational boundaries, identify threats and opportunities, embed insights back into the organisation and make complex multi-stakeholder collaboration possible 9 . However, engagement processes are likely to involve a broad variety of people with diff erent levels of expertise and experience in the area. Th is means eff orts to develop stakeholder engagement related skills should not only focus on sustainability and CSR managers or stakeholder engagement specialists, but also on general managers across functions. Th ere is no generic stakeholder engagement skill-set, as diff erent expertise and experience may be needed to engage with public policy makers, supply chain workers, or to moderate an internet discussion with consumer activists for example. However, a basic range of skills and characteristics can be identifi ed. Sometimes it may be practical to develop these skills with people who are dealing directly with stakeholders, but are not ‘engagement specialists’. In other cases, it may be more suitable to draw on the expertise of practitioners from established professions such as labour relations, lobbying, public aff airs, and market research 10 . Apart from skills, another key contributor to successful engagement is credibility. For example, facilitators who are from a similar background to the stakeholder group may be better able to understand cultural issues and put stakeholders at ease. In addition to the ability to engage successfully, being knowledgeable on relevant issues and being credible, benefi cial skills include project management and analytical skills, as well as certain personality traits. The engagement skills and characteristics map on the following page illustrates this required combination of skills and characteristics. The requirements associated with each of these skills and characteristics are described in further detail below, along with possible sources for improvement. Telefónica’s Internal Training Telefónica’s CSR and Human Resources department are working together to integrate CSR and stakeholder issues into internal training courses for employees from various departments and business functions. A focus lies on creating an awareness of the link between brand, reputation and social responsibility. This part of the training is tied to an introduction to Telefónica’s values, policies and vision. Apart from the direct benefi ts of increased awareness among employees, it also promotes an understanding of Telefónica’s CSR strategy and positioning as a source of help for identifying risks, solving problems and generating opportunities across the company.
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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
Page 40 and 41: ‘What we know’ ‘What they tel
Page 42 and 43: STAGE 1 THINGS TO CONSIDER This is
Page 44 and 45: Latent Emerging The Four Stages of
Page 46 and 47: Stakeholder dependence on the organ
Page 48 and 49: High impact stakeholder groups are
Page 50 and 51: 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 89: Strengthen Capacities for Engagemen
Page 99 and 100: Engage with your stakeholders in wa
Page 101 and 102: How this Stage relates to the other
Page 103 and 104: Level Remain Passive Monitor Inform
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
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Engagement Process SUMMARY TEMPLATE
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ANNEX
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Annex JARGON BUSTER JARGON BUSTER 1
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Annex FURTHER RESOURCES & BIBLIOGRA
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Annex Interact Network: Framework f
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Annex FURTHER ACKNOWLEDGEMENTS In a
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Annex ACCOUNTABILITY AccountAbility
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Annex STAKEHOLDER RESEARCH ASSOCIAT
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