The Stakeholder Engagement Manual Volume 2 - AccountAbility

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Gap Inc. Trains Internal Staff in Stakeholder Engagement STAGE 3 The US apparel and garments company Gap Inc. recognised that more and more fi eld workers in labour compliance had to get involved in stakeholder engagement. For example, they had to engage with local factory managers, workers and local communities at the same time in order to address factory specifi c challenges. Therefore it became clear that fi eld teams needed to build their capacity to go beyond compliance management towards proactive engagements, as this was required to maintain trust throughout expanding multi-partner processes. At the same time, it has also become clear that senior management needed to learn more about the engagement, particularly the business case for engagement. The company subsequently initiated a range of training programmes to enhance the internal ability to address such issues and to work with stakeholders. SUGGESTED METHODOLOGY M12: STAFF DEVELOPMENT FOR ENGAGEMENT Th e purpose of this activity is to create a plan for improving the ability to identify the expertise and experience for stakeholder engagement. • Set performance standards in terms of necessary and desirable outcomes, and assess skill gaps. • Determine priorities for corrective action (e.g. further training or employment, or a reorganisation of teams). • Identify learning resources. SUMMARY TEMPLATE T12: STAFF DEVELOPMENT* Staff Development Template Role or Department: Responsibility: Skill or Characteristic Steps to strengthen the Enabler Project management and analysis Personal behaviour Engagement techniques Issues knowledge *electronic version downloadable at www.accountability.org.uk Priority Timeframe Resources THE PRACTITIONER'S HANDBOOK ON STAKEHOLDER ENGAGEMENT | 89
Strengthen Capacities for Engagement P13: CONSIDER YOUR STAKEHOLDERS’ REQUIREMENTS FOR ENGAGEMENT BACKGROUND It is also important to appreciate that some individuals and groups may fi nd it diffi cult to take up your invitation to engage, or that circumstances may hinder them in fully contributing to the engagement processes. Th is could, for example, be due to language, literacy or cultural barriers, problems of distance or lack of time or gaps in their knowledge about a specifi c issue. Th erefore, you may need to address capacity gaps of stakeholders to avoid their exclusion or to prevent them from disengaging. At the very least, you should always consider the circumstances of the engagement very carefully. In Cambodia, for example, Buddhist monasteries have proven a good location for human rights training, because these are already the usual communal centres of learning, and people are likely to be comfortable and speak more openly than in other spaces which can usually be considered as very neutral and supportive, like the local UN-offi ce. Language barriers may also be quite signifi cant, and concepts that seem obvious to some, like for example ‘development’, may be very diff erently perceived in diff erent cultural settings. Finally, the mode of information sharing is very important. Th e accessibility of modern communication technologies, notably the Internet should not be taken for granted and alternative information channels should be used where needed. Th e following table gives an overview of number of factors that can impede the ability of stakeholders to engage, and highlights possible ways of addressing these problems:
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VOLUME 2
Page 4 and 5:
Forewords Foreword by AccountAbilit
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Contents WELCOME STAGE 1 STAGE 2 ST
Page 8 and 9:
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
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 93: 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
Page 140 and 141: Engagement Process SUMMARY TEMPLATE
Page 142 and 143: 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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The Stakeholder Engagement Manual Volume 2 - AccountAbility

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