Help Files

The Stakeholder Engagement Profile

Detailed Methodology

The ‘Stakeholder Engagement Profile’ measures the supportiveness and receptiveness of the project’s overall stakeholder community. Whilst the stakeholder engagement process must by necessity involve communicating with individual stakeholders, and tracking changes on an individual basis for key stakeholders is important; it is also important to understand the ‘health’ of the overall stakeholder community and track how this is changing over time.

The current engagement profile and any previous versions of the profile for each individual stakeholder is displayed as part of their ‘Stakeholder Engagement’ information (see Stakeholder Engagement). This provides detailed management information essential for managing the project’s engagement with key stakeholders. However, on all but the smallest projects, it is impossible to deal with every stakeholder on an individual basis and an overview is essential.

The Stakeholder Engagement Profile plots the disposition of all stakeholders against the standard 5 x 5 matrix for each version of the stakeholder data and calculates an ‘Engagement Index’ for the whole community.

The effectiveness of the engagement (communication) process can be measured over time by comparing the current ‘Engagement Profile’ and the current ‘Engagement Index’ with earlier versions.

  • If the trends are positive, the engagement strategy can be shown to be effective
  • If the trends are negative, the engagement strategy should be reviewed.

The Engagement Profile

The four quadrants of the ‘Engagement Profile’ have been designated Problems, Possibles, Plodders and Promoters.

  • Problemsare stakeholders who oppose the project (supportiveness ratings of 1 or 2) and who do not want to communicate with the project team (receptiveness ratings of 1 or 2). The first requirement to improve the ratings of these stakeholders is to find ways to improve their receptiveness. Until the project has effective communication with these stakeholders there is very little likelihood of improving their support levels
  • Possiblesare stakeholders who are still opposed the project (supportiveness ratings of 1 or 2) but who are willing to communicate with the project team (receptiveness ratings of 4 or 5). To improve the ratings of these stakeholders the project needs to understand the reason for the stakeholders opposition and what they want from the project. With effective communication in place it is possible to build a positive relationship and start growing the supportiveness of the stakeholder
  • Ploddersare stakeholders who are supportive of the project (supportiveness ratings of 4 or 5) but do not want to communicate with the project team (receptiveness ratings of 1 or 2). These are high risk stakeholders, particularly if they control funding or resources needed by the project. The stakeholder’s lack of interest, or refusal to communicate with the project, means the relationship between the project and the stakeholder is poor and the stakeholder can easily slip from being a supporter to an opposer of the project (and the project is unlikely to realize the change is happening until it is too late). The critical requirement for managing this group of stakeholders is to develop an effective communication channel (possibly via other stakeholders in the ‘promoters’ category). Once an effective communication channel is open, the project can make sure it is continuing to meet the needs and expectations of these stakeholders
  • Promotersare the stakeholders that support the project and are open to communication from the project (supportiveness ratings of 4 or 5 and receptiveness ratings of 4 or 5). These ‘allies’ need to be maintained and where possible used to help influence other stakeholders towards supporting the project. The key challenge is to maintain the relationship and ensure the expectations of these stakeholders are understood, realistic and achievable
  • Neutral stakeholders – Whilst it would be wonderful if every stakeholder was a ‘promoter’ of the project, this is an unrealistic expectation. The project team needs to determine what a ‘successful’ engagement strategy is likely to achieve for each stakeholder and whether the ‘pay back’ is worth the effort. For many less important stakeholders opposed to the project a successful engagement strategy may simply involve moving the person to a neutral stance – they still don’t like the project but are unlikely to take action against the project.

With an effective engagement strategy in place, over time the project should see a steady reduction in the number of ‘problem’ stakeholders and an increase in the number of ‘promoters’.

Engagement Index

The ‘Engagement Index’ represents the average level of support for all assessed, active stakeholders, the higher the ‘Index’ value, the ‘healthier’ the overall stakeholder community. The ‘Engagement Index’ is based on a scale of 0 to 100, where:

  • 100 shows all stakeholders are fully supportive and receptive
    ( R = 5 & S = 5 )
  • 50 indicates the stakeholder community is on average neutral
    ( R = 3 & S = 3 )
  • 0 shows no stakeholders are supportive or receptive
    ( R = 1 & S = 1 ).

The index is calculated by summing the individual stakeholder’s ‘indexes’ and dividing by the total number of active stakeholders with an assessed level of ‘support’ (S) and ‘receptiveness’ (R).

The index for each stakeholder is calculated as: ((SQRT(R *S)) – 1) *25

Stakeholder Engagement Profile Report

The report is designed to compare the current situation with one earlier version of the data. All versions of the data are stored (provided a profile has been created) allowing the project to assess both long term and short term trends in the ‘health’ of its stakeholder community.

Visit the Methodology Page to read a summary of the overall Stakeholder Circle methodology.

Data Entry / Data Management

Stakeholder Engagement Profile

Select ‘Engagement Profile’ from the Main Menu, or select ‘Overall Profile’ from the Stakeholder Engagement List. The Stakeholder Engagement Profile opens with the current data displayed. A list of all available versions is also shown.

Selecting a comparator

Provided there is more than one set of data available, to produce a comparison:

  • Click ‘Select’ against the version you wish to use as a comparison
  • Then click on ‘Click to View’
  • The data from the older version is shown in light font under the bold current version.
  • To view a different comparison, set the select back to ‘no’ (if more than one line is set to ‘select’ an error is reported) and chose a new version to ‘select’.
  • Alternatively, click on ‘Update Current’ to remove the comparator, and all selections.

Report Navigation

The primary options are:

  • Main Menu – returns to the Main Menu
  • Return Engagement – goes to the Engagement List (for more information see Stakeholder Engagement)
  • Help– opens the help screen (pop-up): close the help pop-up to continue working (Note, the database help screen links to additional information on the Stakeholder Circle web site)
  • Update Current – removes all comparators and updates the current data displayed
  • Print Chart – prints the current chart using a printer friendly layout (see Print Help page).

Printing the Stakeholder Engagement Profile

Select ‘Print Chart’ to print the data displayed using a printer friendly layout (see Print Help page). To return to the Engagement Profile ‘working screen’, select ‘View Comparison’

Help (email only – 24 Hrs)

Help is available to all StakeholderCircleusers – we will attempt to answer your questions within a 24 hr period. To access help in the first instance email your question to: help@stakeholder-management.com

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