Strengthen Tribal HR’s Stakeholder Management Capabilities
Empower HR professionals to effectively influence and build strong relationships with stakeholders to drive organizational results.
- 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.
Our Advice
Critical Insight
- 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.
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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.
Contributors
- 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