- Michael Day, CIO/VP, Cannery Casino Resorts
- Anna Broncho, Director of HR, Fort Hall Casino
- Christina L. Smith, Training Specialist, Seneca Niagara Resort & Casino
- Lee Anne Cameron, Director, First Nations and Metis Relations, Hydro One
- Jim Dybevik, Director of HR, Pokagan Band of Potawatomi
- Matt Thorpe, Senior Director and Conflict Resolution Specialist, M. Thorpe & Associates Inc.
- Deborah Armstrong, Programs Director, Nokee Kwe Occupational Skills Development
- Shauna Bear, VP of HR, Saskatchewan Indian Gaming Authority
- Bob Kayseas, Professor of Business and Associate Vice President, First Nations University of Canada
- Patty Heath-Gordon, Professor of Business, White Earth Tribal & Community College
- Chad Cowie, PhD Candidate in Political Science at the University of Alberta, 2014 Co-Chair of Aboriginal People’s Commission, Hiawatha First Nation
- Rose Solis, VP of Human Resources, Bentley Mills, Inc.
- Dr. Allan Cohen, co-author of “Influencing Up” and “Influencing Without Authority”
- Jamie Neidig, Director of Product Management, Management Concepts
- Stakeholder relationships in tribal contexts are sometimes more complex due to the overlap of tribal and business governance.
- HR must regularly influence stakeholders across a broad spectrum of issues and model best practices, such as applying fair hiring policies consistently.
- In tribal contexts in particular, influencing can be especially challenging if HR is brought in from outside the tribal community and must build trust in order to function effectively.
- Strong stakeholder relationships in a Native Nations context often require communicating effectively with tribal stakeholders.
- Building strong relationships with stakeholders across the organization gives HR the influence it needs to succeed in its initiatives and drive business results.
Impact and Result
- Strong stakeholder relationships begin with open communication. Use McLean & Company’s HR Stakeholder Management Survey to encourage communication between HR and stakeholders across the organization, including tribal stakeholders.
- Gain a clear understanding of stakeholder needs and priorities, as well as where HR needs to focus improvements.
- Invite stakeholders to give input on changes, to increase trust and buy-in.
- Train HR to communicate with and effectively influence stakeholders at all levels.
- Identify key stakeholders within the organization and develop a strategy for communicating with them.
- Train HR in six influence tactics, and adapt these to suit tribal culture and values.
1. Assess current stakeholder relationships
Assess stakeholder relationships and reflect on relationships as an HR team.
2. Prioritize stakeholders and prepare to influence
Prioritize key stakeholders across the organization, train HR in six influence tactics, and choose stakeholder management metrics.
3. Build strong stakeholder relationships
Share stakeholder management survey results with leaders and stakeholders, and obtain stakeholder input on goals going forward.
4. Develop a stakeholder management strategy
Prioritize actions going forward, create a communication plan, and track success.
This guided implementation is a seven call advisory process.
Guided Implementation #1 - Assess current stakeholder relationships
Call #1 - Discuss the options for soliciting stakeholder feedback, and the merits of using McLean & Company’s HR Stakeholder Management Survey.
Guided Implementation #2 - Prioritize stakeholders and prepare to influence
Call #1 - Discuss which stakeholders to prioritize across the organization according to influence, interest, and level of support for HR, drawing on the results of any surveys used in step 1.
Call #2 - Discuss how to prepare for and implement influence training.
Guided Implementation #3 - Build strong stakeholder relationships
Call #1 - Discuss communication strategy; address any concerns about talking with particular stakeholders effectively, such as tribal stakeholders.
Call #2 - Debrief about stakeholder feedback and discuss the draft action plan that you will take to stakeholders.
Guided Implementation #4 - Develop a stakeholder management strategy
Call #1 - Discuss priorities going forward, and how you will track key actions.
Call #2 - Discuss ongoing stakeholder management strategy, including how to keep building strong relationships through organizational changes.
Book Your Workshop
Onsite workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost onsite delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.
Module 1: Discuss Stakeholder Feedback and Prioritize Stakeholders
- Complete all necessary data and prioritization prior to conducting training.
- Ensure training deck is ready for implementation.
Key Benefits Achieved
- All pre-work to training is competed.
- Training deck is customized, and logistics of training are planned.
Decide whether you will use the HRSM or Stakeholder Interview Guide.
- Guide for project is selected.
Review additional sources of stakeholder relationships.
- Additional data sources reviewed with HR team.
Assess stakeholder relationships.
- Gathered insight about current stakeholder relationships.
- Identified stakeholders you will prioritize building relationships with.
Identify the social styles of prioritized stakeholders.
- Planned effective communication through social styles.
Prepare to implement influence training: review and customize the training deck.
- Training deck is customized and ready for implementation.
Plan out influence training logistics.
- Logistics planned and influence training prepared for implementation.
Module 2: Meet With HR to Discuss Feedback and Draft Initial Action Plan
- Gather information post-implementation.
- Discuss with stakeholders and communicate effectively.
- Determine your action plan.
Key Benefits Achieved
- Information is gathered and documented.
- Stakeholders have provided input on survey results and communication plan is created.
- Action plan is set.
Gather or define goals and metrics.
- Information gathered and goals and metrics defined.
Prepare to communicate effectively with stakeholders across the organization.
- Communication strategy determined.
Meet with stakeholders to discuss survey results and get their input on strategic priorities.
- Survey results discussed with stakeholders.
Prioritize your action plan.
- Understand your action plan going forward.