TNC 110207 AR Stakeholder Mapping and Engagement

8/3/2019 TNC 110207 AR Stakeholder Mapping and Engagement

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a sharing session with

Anton Rizki Sulaiman

Kiroyan Partners



Agenda

O Introduction: The Stakeholder Mindset

O Three Elements of Stakeholder Mapping: Tools andChallenges

• Stakeholder Identification• Stakeholder Profiling• Stakeholder Analysis

O Stakeholder Engagement

O

Common misperceptionsO Conclusion

2



The Stakeholder Mindset

Donaldson, T. and Preston, L. 1995. The Stakeholder Theory of the Corporation: Concepts, Evidence and

Implications . The Academy of Management Review.

3




Svendsen, A. and Laberge, M. 2005. Convening Stakeholder Networks: A New Way of Thinking, Being and

Engaging . Journal of Corporate Citizenship, Vol. 19.

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O Edward Freeman, “Strategic Management: A StakeholderApproach” (1984)

O Developed to counter a dominant mindset

O A mindset that take stakeholders into account to make(ethical) decisions

O A key feature in Social Responsibility (ISO 26000)

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Identification, Profiling and Analysis

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Three Elements of Stakeholder Mapping

1. Stakeholder Identification

O Who are our stakeholders?

2. Stakeholder Profiling

O

What are their issues, concerns and perceptions?O What is at stake? What are their interests?

O What are their affiliations and networks?

3. Stakeholder Analysis

O

How powerful and legitimate are they?O How vulnerable and impacted are they?

O Who should we prioritize?

O How are their relationships with each other?

O Etc.

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Stakeholder Identification

O Who are our Stakeholders?

O Main tool: Stakeholder Definition

O “Groups and individuals who can affect, or are affected by theachievement of an organization’s objective (Freeman, 1984)”

O How to identify?

O Desktop research, “usual suspects”, management opinions,expert opinions (Boutilier 2009)

O Questioning and testing (ISO 26000, AA1000)

O Applying identification frameworks (e.g. power-interest grid,stakeholder attributes)

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Example: The AA1000 Test

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Challenges in Stakeholder Mapping

O Stakeholder Mapping Biases

O Elite bias: elites represent the whole group

O “To affect” bias: more “influencers”, less “claimants”

O External bias: less focus on “internal stakeholders” O Definition problems

O Too vague and too ambiguous

O Are terrorists stakeholders?

O Are the media stakeholders?

O Stakeholders, stakewatchers, stakekeepers (Fassin, 2008)

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The Stake Model (Fassin, 2008)

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Stakeholder Profiling

O Obtain required information on stakeholders: issues, concerns,perceptions, networks, interests

O Requires primary and/or secondary research

O Methods:

O

Primary research: fieldwork, interviews, focus groups, observations, surveysetc.

O Secondary research: desktop research, literature review, systematic review

O Through interactions and stakeholder engagement

O Results:

O Validation, falsification, updating of stakeholders list

O Better understanding of stakeholders

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Stakeholder Database

1. Description (attributes, interests/stakes, resources)

2. History of relationship (with company, with others)

3. Contact information (address, phone, facsimile,

email, website, person in charge, his/her contact details)

4. Geographic focus (international, national, provincial,

local)

5. Chain of influence (network, resource sharing,

choice of actions, momentum)

(modified from) Gable, C. and Shireman, B. 2005. Stakeholder Engagement: A Three Phase Methodology.Environmental Quality Management, Vol. 14/3.

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Stakeholder Database

Linda Bourne and Patrick Weaver, “Stakeholder Mapping”, in Chinyio, Olomolaiye, (eds.) 2010. ConstructionStakeholder Management, Blackwell-Wiley

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Challenges in Stakeholder Research

O Limited applications of stakeholder research so far

O Mostly for resource companies

O Difficulties for other industries: e.g. how to understand customers?

O Stakeholder researches?

O Adapting research methods to stakeholder categories

There are no single “Stakeholder Research”

Stakeholder profiling may require multiple researches

O Long and expensive?

O Adapting research methods with resource and time constraints

Extensive and intensive research are preferred but not always required

Maximize knowledge already owned by the organization

Stakeholder profile gap analysis

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Stakeholder Analysis

O Objectives:

O (1) Understanding opportunities and challenges fromstakeholders;

O (2) Map, classify and prioritize stakeholders and issues

O Stakeholder Salience based on stakeholder attributes(Mitchell et al., 1997)

O Analysis of perception based on Qualitative PerceptionStudy (Firestein, 2009)

O Issues-based analysis (Boutilier, 2009)

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Example: Stakeholder Attributes

Scoring

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Example: Perception Study

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Example: Issues-based analysis

“Stakeholder Politics” – Robert Boutilier,Greenleaf Publishing Ltd., 2009

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Going forward from

Stakeholder Mapping

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Framework for Quality Stakeholder

Engagement

AA 1000 Stakeholder Engagement Standard

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Strategic Thinking

AccountAbility, The Stakeholder Engagement Manual , Volume 2

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Example: Strategic Thinking Process

AccountAbility, The Stakeholder Engagement Manual , Volume2

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Modes of Engagement

MODE SAMPLE ACTION

Track

Inform

Consult

Support

Collaborate

Partner

Network

Monitor, Compile Actions

Annual Report, Quarterly Communiqué

Back Channel Dialogue

Strategic Philanthropy/Sponsorship

Joint Project (informal)

Joint Project (formal)

Joint Project (formal or informal with several group)

Gable, C. and Shireman, B. 2005. Stakeholder Engagement: A Three Phase Methodology. EnvironmentalQuality Management, Vol. 14/3.

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Example: Stakeholder Engagement

Recommendations

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Example: Engagement Priority

Recommendations

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Misconceptions and Discussion

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Stakeholder Mapping and

Communication

O Misconception: Stakeholder mapping is the basis for allcommunication strategies

O Proposed correction: Stakeholder mapping can providevaluable information for communication strategies

O It can help set objectives, craft messages, identify audiences

O Stakeholder mapping does not provide all information:

O E.g. Analysis of communication resources, communication audit,communication objectives, target audiences, channels etc.

O “Stakeholders” are not necessarily “audiences”, and vice-versa

O Stakeholder mapping brings the “stakeholder mindset” tocommunication

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Stakeholder Engagement and

Communications

O Misconception: Stakeholder engagement meanscommunicating with stakeholders

O Proposed correction: Stakeholder engagement involvescommunications, but goes beyond that

O Stakeholder engagement plan ≠ communication strategy(although some overlaps may exist)

O Example: Stakeholder involvement in project monitoring

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Communication

O Misconception: Issues with stakeholders can be solvedthrough communications

O Proposed Correction: Solving issues with stakeholdersinvolves decision-making

O Example: the external relations “frustration”

O Stakeholder engagement is the concern of the wholeorganization, not only the communications department

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Reputation

O Misconception: Stakeholder Management = ReputationBuilding

O Proposed correction: Stakeholder management aims toalign behavior and performance with stakeholderexpectations

O Results of stakeholder engagement must be furthercommunicated to build reputation

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THANK YOU

TNC 110207 AR Stakeholder Mapping and Engagement

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