Boards know that the relationship between their organisation and its stakeholders is critical to success, and yet many organisations and their boards neglect stakeholder engagement, or do it poorly, and have an inadequate understanding of relations with stakeholders and the stakeholder’s perception of the organisation.
The AoC Code of Governance for English College, section 5, is all about stakeholder engagement – ‘Ensure that the college is responsive to workforce trends by adopting a range of strategies for engaging with employers and other stakeholders’.
5.1. The board must ensure that the college’s provision is responsive to the community and relevant employment trends including building strong two-way relationships with its stakeholders.
5.2. The board should ensure the college has in place a range of strategies for engaging with employers and other stakeholders in order to facilitate student progression to further study or employment.
5.3. The board should ensure that the college is well informed about its various local, national and business stakeholders including having a dialogue with the colleges and universities that are engaged in partnership and progression.
5.4. The board should publish on the college website (at least annually) an account of the college’s engagement with the main communities that it serves; the progress made towards meeting their needs for education and training and how it aims to meet future needs.
5.5. The board should ensure that arrangements are in place to assess the extent to which the stakeholders served by the college are satisfied with the services provided.
5.6. Colleges should publicise to the communities they serve and other stakeholders, the coverage and timing of its reporting, and should offer opportunities to engage with the college on reports or other areas of concern.
GGI’s new stakeholder engagement maturity matrix outlines nine key elements of communicating, engaging and building relationships with core organisations and individuals. It can be used for whole organisations or for specific programmes of work and aligns with public, third and private sector organisations. It provides clear steps on how to progress and improve in each of these areas.
This practical tool enables boards and communications teams to identify their current level of progress against each key competency, to determine where they want to get to in the next 12 months in each area and how to get there.
The matrix outlines the following core elements for assessment:
- Stakeholder identification and awareness
- Relationship development
- Strategic management
- Systems, processes and procedures
- Skills and capacity
- Feedback and improvement
The Stakeholder Maturity Matrix can be downloaded here.