Stakeholders of development procedures. Useful information Reflection of stakeholder requirements in the report

ISO 9001:2015 (GOST R ISO 9001-2015). Clause 4.2 Understanding the needs and expectations of stakeholders. The essence of requirements and their implementation in the QMS

The organization needs to determine the factors, as well as the requirements of interested parties, that may influence the planning, operation and improvement of the quality management system (hereinafter referred to as the QMS).

The standard clearly requires that the organization identify each and every interested party relevant to the QMS, regardless of whether the interested parties have a significant or non-material influence on the QMS.

Note that in accordance with ISO 9000:2015 (GOST R ISO 9000-2015), stakeholders include: consumers, owners (founders) of the organization, employees in the organization, suppliers, banks, control and regulatory bodies, unions, partners or the community, which may include competitors.

Examples of ways to identify interested parties and their requirements related to a QMS:

• conducting situational analysis (SWOT analysis) as part of strategic management. This was described in the previous article devoted to paragraph 4.1 of the standard.
• studying legislative and regulatory documentation related to the activities of the organization;
• marketing research;
• exchange of information with stakeholders (questionnaires, surveys, meetings, working meetings, correspondence, etc.);
• feedback from the organization’s personnel (questionnaires, collection of proposals, etc.).

Note that ISO 9001:2015 (GOST R ISO 9001-2015) does not require documented information on this item. However, to ensure the effectiveness of the QMS and demonstrate compliance with the requirements of this clause of the standard, it is recommended, for example, to have the following documents and records:

• market analysis reports, lead reports, product and manufacturer reports, etc., i.e. recording the results of marketing work;
• extracts or references from legislative and regulatory documents of external origin;
• consumer survey questionnaires;
• questionnaires for surveying the organization's personnel;
• list of consumer requirements;
• Regulations on the QMS, clause 4.2.

The organization should monitor information on interested parties and their requirements at a specified frequency by performing planned actions to identify interested parties and their requirements. For example, an annual situational analysis of external factors of the organization’s activities, quarterly marketing research with the preparation of relevant reports, annual surveys of consumers and employees of the organization, constant monitoring of changes in the legislative and regulatory database, etc.

The results of monitoring information about stakeholders and their requirements are analyzed by relevant officials at meetings. Documented evidence (records) of such an analysis can be: minutes of meetings, findings and conclusions in reports, orders, instructions, etc.

The specialized consulting center "Sistus Consult" (SCC "Sistus Consult") when implementing projects: " " and implements in quality management systems the requirements of paragraph 4.2 "Understanding the needs and expectations of stakeholders" of the GOST R ISO 9001-2015 standard ( ISO 9001:2015) in relation to the specifics of the activities and management system of a particular organization.

SCC "Sistus Consult" provides services to organizations with any profile of activity in the development and implementation of a QMS in accordance with the requirements of ISO 9001:2015 (GOST R ISO 9001-2015). Contact our Center and you will receive highly qualified consulting assistance in creating a “working” QMS, which will allow your Company to improve the quality of products (services), increase customer satisfaction and business efficiency.

Methodological Department of SCC "Sistus Consult"

Mansurov R.E.,

Candidate of Economic Sciences,

Director of the Zelenodolsk branch of the Private Educational Institution of Higher Professional Education "Institute of Economics, Management and Law (Kazan)

Annotation. The article shows, using the example of the activities of the Zelenodolsk branch of the Private Educational Institution of Higher Professional Education “Institute of Economics, Management and Law (Kazan), that working with stakeholders is a necessary and obligatory part of a manager’s work when solving strategic issues, despite the complexity and unpredictability of this work.

As a rule, any organization has quite a lot of stakeholders (hereinafter referred to as stakeholders) with a wide range of requirements and interests. Often these demands and interests conflict with each other. It can be very difficult to take into account even some of them. However, taking into account the requirements of the AP and managing them is a necessary process. It is proposed to understand the following process under the control of the AP:

Identification of APs;

Determining the priorities of the goals and interests of the stakeholders;

Identification of the type of behavior expected from stakeholders in connection with the implementation of the strategy;

Determining what is the most likely relationship to the strategy being implemented;

Determining ways to gain their support (or neutralize their influence).

Practical experience shows that complete disregard of the requirements of the Landlord in most cases leads to extremely negative consequences.

However, it should be noted that the influence of different APs is different and, accordingly, their requirements must be taken into account to varying degrees. There is a group of stakeholders whose interests must be taken into account first (for example, shareholders, the owner of the company, supervisory authorities, etc.). Simply not taking their interests into account will most likely entail fairly quick sanctions - fines, closure of the organization, changes in senior management, etc.

The interests of another group of stakeholders must be taken into account, but not necessarily right away. For example, the city administration can express wishes for quite a long time regarding an increase in the average salary at the enterprise and other requirements. At the same time, failure to comply with their demands is unlikely to entail negative consequences.

It is also possible to identify a group of stakeholders whose interests can be taken into account last and this will not cause any significant consequences for the organization. For example, demands from low-skilled personnel who are easy to replace for increased wages.

We can agree with this statement to the extent that this work is complex, but it is necessary to implement it in practice.

We will conduct a practical assessment of this statement on the basis of the activities of the Zelenodolsk branch of the Private Educational Institution of Higher Professional Education “Institute of Economics, Management and Law (Kazan) (hereinafter ZFIUEP) when considered from the position of the director of this branch.

First, let's identify key stakeholders using the Stakeholder Diagram (Figure 1). In this diagram, only the main APs were highlighted, which have the most significant impact on the activities of the institute.

Fig.1. Main AP ZFIEUP

It should be noted that only the main groups of stakeholders were identified, the influence of which can have an impact on strategic development. Various stakeholders were specifically identified within the groups in accordance with their different interests. Thus, within the framework of “Suppliers”, schools, Susa, universities and separately employers were identified. This is due to the fact that the interests are generally the same, however, they will differ in detail. For example, schools, as our “suppliers,” want us to organize various events for schoolchildren on their premises as “payment for services.” And not taking into account their interests will entail that they will stop sending their students to our career guidance events and will stop recommending our university to them. This will have a negative impact on our student enrollments and class sizes. At the same time, employers, as our “suppliers” of students, want us to provide discounts on training for students to their managers and a flexible training schedule, allowing to minimize the employee’s separation from the work process. Failure to take these interests into account will result in the fact that employees of organizations may be sent to study at other universities. And this will lead to a decrease in our sales. Thus, the generally coinciding interest of the stakeholders of the “Suppliers” group, which consists in sending them to training, differs in certain details.

The next group, “Branch Employees,” also includes several subgroups. Teaching staff who are interested in timely payment of decent material remuneration, provision of non-material benefits, social guarantees, “confidence in the future,” as well as opportunities for career and/or professional development. In general, we can say that the main interests of administrative and service personnel are the same. However, the consequences of ignoring their demands will be different. Failure to take into account the interests of teachers will entail the loss of the key competitive advantage of the institute - qualified teaching staff. Failure to take into account the interests of administrative personnel may result in fewer consequences. Here it is easier to find a replacement from among the same teachers or simply on the labor market. And it's even easier to replace maintenance personnel.

The consumer group is interested in obtaining relevant, practical knowledge that is in demand in the labor market. Full-time students want to “have an interesting life and spend time within the walls of the institute,” while part-time students have a flexible schedule for the educational process. Failure to take these requirements into account will lead to a reduction in our sets with further negative consequences. The Payers group is highlighted in order to show that, for example, parents of students who pay for their children’s education are concerned not only about the quality of education, but also about the quality of educational work with their children. Failure to take these requirements into account will also lead to a decrease in our sales.

ZS Group “Rector and Administration” - the interest is for the branch to operate sustainably, as well as develop - constantly increase the number of students, increase the number of scientific works, teachers with academic degrees. Failure to take these requirements into account may result in dismissal of the branch management.

Group ZS “Services and divisions of the parent university”. This group is interested in ensuring the implementation of the educational process, achieving the profitability indicator for the branch, meeting legislative requirements, etc. Failure to take these requirements into account may result in various sanctions for branches. For example, by depriving all personnel of bonuses.

The ZS “Competitors” group as a whole is not interested in our existence. However, regardless of their desires, we still exist in the city’s educational services market, and since we still exist, they are interested in cooperation with us in terms of conducting joint scientific and public events that require certain resources. This interest is mutual, so we always take it into account.

The ZS group “Department of the Military Commissariat” is allocated as a separate group due to the fact that it makes quite significant demands on the organization of military-patriotic education at the institute and, most importantly, on the organization and support of the draft commission within the walls of the institute. Failure to take into account the requirements of this Law entails negative responses from the level of the government of the Republic of Tatarstan. The fact is that universities in terms of the draft commission in the republic are supervised by the First Deputy Prime Minister of the Republic of Tatarstan.

The City and District Administration group is interested in the institute, using its resources, organizing and participating in city events. It is also important that the university trains more technical specialists in demand at city-forming factories, primarily workers, and not economists, lawyers and psychologists. Failure to take these requirements into account in the short term poses virtually no threat to us, but from a strategic perspective, if we want to receive significant support from the administration, it is necessary to move towards changing the list of educational programs provided.

The ZS group “Supervisory Bodies: Fire Supervision, Rosobnadzor, Tax Inspectorate” is interested in ensuring that the branch complies with legal requirements. Failure to take into account their interests will cause negative consequences for the branch, including its closure.

According to Lynch's classification, the identified ES can be classified as follows (see Table 1).

Table 1

In general, this classification of stakeholders gives us an understanding of which stakeholders need to be worked with in the process of implementing the strategy, and which opinions need to be taken into account when shaping future strategic development.

For example, when developing a development strategy, it is necessary to take into account:

Expectations of the City Administration about the opening of specialties related to the training of workers (and not economists and lawyers),

Expectations of consumers and payers in high quality and educational process, as well as in highly practical orientation of courses;

Supervisory authorities in compliance with legal requirements;

Department of the Military Commissariat on the organization of military-patriotic education and the draft commission within the walls of the institute;

The expectations of the “Suppliers” (schools) can be expressed in the high quality of career guidance events conducted by students in schools, etc.

In the process of implementing the strategy, it is necessary to take into account the requirements of the employees of the branch and services of the parent university.

At the same time, the expectations of the Rector and the Rector must be taken into account both when developing a strategy (for example, the Rector’s focus on increasing the number of students) and during its implementation (in the process of allocating resources).

According to the classification of ES proposed by Argenti, the selected ES can be classified as follows (see Table 2).

table 2

This classification allows us to understand which APs need to be worked with first and which ones second. In other words, when controversial situations arise, it is necessary to satisfy the requirements of the primary AP first, and then the secondary ones.

Let us identify the main requirements of the AP (see Table 3)

Table 3

Understanding the basic requirements of the identified APs gives us the opportunity to take them into account when forming and implementing a strategy.

Fig. 2 Power Matrix of APs

The classification of identified APs allows us to understand how and with which APs we need to work, as well as assess the risks of this work.

Thus, it is necessary to fully and timely take into account the interests of the stakeholders of quadrant B. Otherwise, this will most likely lead to rapid and significant negative feedback.

At the same time, the requests of the AP of quadrant D can be practically ignored without significant consequences for oneself.

Work with stakeholders in quadrant A should be based on considerations of adequacy of the requirements of the current strategy. For example, the administration’s concern about the lack of qualified personnel for city-forming factories is understandable, but this is not yet a reason to completely reorient the branch’s training areas. The backlash from the ES of this quadrant will most likely not be quick, but it may be quite significant. Until the branch is closed.

Representatives of the ZS quadrant S have great operational power and, accordingly, can quickly get involved in operational activities, but they are not able to change the strategic direction of development.

In addition to the above, the significance of the ES can be assessed by the following three factors (Agle et al., 1999) (Table 4).

Table 4

The classification of ES according to this scheme generally confirms the earlier conclusions. The following stakeholders have the greatest influence on the activities of the organization: The rector and administration, and supervisory authorities are those stakeholders whose requests must be responded to immediately.

The main directions for improving relations with stakeholders:

1. ZS Group “Rector, Rector’s Office”

It is necessary to increase awareness of the achievements and problems of the branch. It is necessary to hold more events that will be heard at the level of the region and the republic, to win scientific competitions on the scale of the republic and the country. This will allow you to declare yourself as a small branch with great potential and, as a result, will help attract the resources necessary for development.

2. Group ZS “Services and divisions of the parent university”

It is necessary to show independence in solving operational issues, and not “run” for advice on every problem. This will emphasize that the branch staff is qualified and capable of independently solving operational problems. In general, together with the proposals in paragraph 1, this will ensure the provision of greater strategic freedom of action.

3. ZS group “Branch Employees”

It is necessary to provide opportunities for development and offer competitive wages. This will strengthen the workforce, which in turn will ensure the implementation of points 1.2 in the strategic plan. At the same time, the interests of support staff can be neglected. This will not have significant strategic implications.

4. Group of payers “Payers” and “Consumers”

It is necessary to provide more information about the achievements of students and the university, as well as feedback on the progress of individual students. Moreover, it is necessary to develop relationship marketing in the organization. This will allow us to achieve greater loyalty on the part of payers and consumers and, in the long term, with increased sales.

5. ZS group “Suppliers”.

Conduct more mutually beneficial joint events with schoolchildren and employees of organizations. This will contribute to our better recognition, and not in “words” (in advertising), but in deeds (in practice). In the future, this will lead to increased cooperation and increased sales.

6. ZS Group “Competitors”

It is necessary to strive for multifaceted cooperation that will benefit both parties. After all, we have practically no direct competition in areas of training; we compete more for school graduates who have not decided on the choice of their future profession. This will allow us in the future to gain equal access to schools with our competitors (state universities), and competition will be carried out on the level of quality of career guidance activities.

8. Group ZS “Department of the Military Commissariat”, “City and District Administration”, “Supervisory Authorities”

It is necessary to invite representatives of the management of these institutions to study at our institute on preferential terms. This will allow them to be involved in the activities of our branch, will raise our image, and will contribute to the use of “administrative resources.”

Thus, in general, working with stakeholders is a necessary and obligatory part of a manager’s work when solving strategic issues, despite the complexity and unpredictability of this work.

Bibliography

1. Viney Howard. Organization: stakeholders, purpose and responsibilities. Book 4: Textbook / translated from English. – Zhukovsky: MIM LINK, 2011. – 88 p.: photos, diagrams, figures, tables. - (R820 "Strategy")

Representatives of middle management must perform almost all management functions in relation to all management objects with varying degrees of participation. The main responsibility when performing managerial functions at the middle level is determined in relation to products, production processes, material, technical and information resources, internal conditions, and, of course, personnel. At the same time, the participation of personnel at this level in the management of finances and external conditions is necessary to ensure the continuity of value chains for consumers and other interested parties through the transformation of their requirements into characteristics of the processes carried out by the enterprise.

The main function of management at the grassroots level should be the organization of activities and the adoption of operational management decisions in relation to almost all objects: products, production processes, material, technical and information resources, internal conditions. To ensure effectiveness and efficient management, representatives of this management level must also participate in the processes of planning, control, analysis and improvement in relation to all these objects and have certain authority in them. Otherwise, a “gap” in the implementation of process management of the organization is inevitable, in particular in the cycle PDCA Shewhart-Deming (Plan-Do-Control-Analyze/Improve).

Recommendations on the distribution of functions can serve as a methodological basis for the formation of internal documents of an enterprise that regulate the activities of structural divisions and individual specialists when creating an integrative management system. At the same time, the composition of special functions, powers and responsibilities is determined not arbitrarily, but on the basis of identified processes, established relationships and dependencies between objects, subjects and management functions.

The identified elements of a unified management system should be reflected in the organizational structuring of the enterprise.

It is well known that the organizational structure must meet the specific needs of each enterprise, taking into account the conditions and goals of its activities, the labor, material and financial resources at its disposal, as well as the requirements presented to the enterprise by all interested parties. The management structure must quickly adapt to changing conditions and tasks of activity, including changes in the composition and content of management functions. Despite this, in modern economic conditions, most PPPs have retained the old (linear-functional) organizational management structure, where management occurs from top to bottom, and moreover, some of them do not have a clearly defined and documented organizational structure at all. However, hierarchical organizational structures with a vertical system of relationships “boss - subordinate (performer)” do not correspond well to the goals of quality management. As is known, functional structures hinder the development of horizontal processes, while the real processes of creating products are clearly horizontal in nature.

The proposed model of an integrative management system can most harmoniously be combined with a decentralized matrix organizational structure, which combines vertical linear and functional management connections with horizontal ones (in accordance with the chain of processes). The feasibility of introducing such structures is especially obvious at the current stage of development of PPPs, when their environment is characterized by dynamic markets, competition, and rapidly changing technology.

based on stakeholder requirements and indicators of their achievement

The objective of this stage of the study is to develop methodological recommendations for setting goals for a food industry enterprise in the field of quality of its activities, focused on meeting certain requirements of one or more stakeholder groups.

Understanding goals in the field of quality of activity as a desired result from the perspective of all interested parties, their setting can be considered as finding a compromise between the requirements (expectations, needs) of all interested parties and the resources/capabilities available at the enterprise. Based on this, the work proposes the following procedure for forming goals:

identification of all interested parties;

defining their requirements and expectations;

assessment of the enterprise’s capabilities to meet stakeholder requirements;

compiling a list of goals based on a balanced consideration of the requirements of the parties, analyzing their consistency with each other;

formation of a system of indicators for the enterprise management system.

1. Identification of stakeholders in the activities of the enterprise

When identifying parties interested in the activities of the PPP, almost all previously identified groups were identified:

owners of enterprises (owners, shareholders);

direct consumers of products/services;

society represented by state and public organizations;

partners in various areas of activity (suppliers of raw materials, banks, distributors, etc.);

working staff;

management of the enterprise/top managers, who are the bearers of the corporate requirements of the enterprise as a whole, which in turn are a compromise between the requirements of the owners and working personnel.

2. Determine stakeholder requirements and expectations

For food industry enterprises, where state regulations regarding product safety and production conditions are traditionally highly significant, an analysis of the requirements of all interested parties should be preceded by a systematization of the norms of all legislative and regulatory documents in force in the industry.

Analysis of the requirements of other stakeholders for various results of the PPP activity allowed us to formulate the most general of them, which must be taken into account in enterprise management at the present stage of development. Typical requirements of stakeholders, their focus on management objects, indicating the main sources of obtaining information about them are presented in Table. 3.3. The identified requirements are relevant for almost all food industry enterprises and can serve as a methodological example for them at the initial stage of organizing interaction with stakeholders in order to identify their requirements.

Table 3.3

Characteristics of stakeholder requirements and their relationship with objects in the system

enterprise management

Continuation of the table. 3.3

5.2.1 General

Every organization has stakeholders in its activities, each of which has its own needs and expectations.

Organizational stakeholders include:

Consumers and end users;

Employees of the organization;

Owners/investors (such as shareholders, individuals or groups, including the public sector, with a specific interest in the organization);

Suppliers and partners;

Society in the form of various associations and government structures on which the organization or its products have an impact.

5.2.2 Needs and expectations

The success of an organization depends on understanding and meeting the current and future needs and expectations of current and potential customers and end users, as well as understanding and addressing the needs and expectations of other interested parties.

To understand and meet the needs and expectations of stakeholders, an organization needs to:

Identify your stakeholders and maintain the ability to respond to their needs and expectations;

Convert defined needs and expectations into requirements;

Bring the requirements to the attention of all personnel of the organization;

Focus on process improvement to deliver value to stakeholders.

To meet the needs and expectations of customers and end users, management of the organization should:

Understand the needs and expectations of your consumers, including potential consumers;

Establish the main characteristics of products intended for their consumers and end users;

Determine and assess the competitive situation in your market;

Identify market opportunities, weaknesses and future competitive advantages.

Examples of the needs and expectations of consumers and end users of the organization's products:

Compliance with the requirements;

Reliability;

Availability;

Supply;

Activities after the end of the product life cycle;

Price and life cycle cost;

Product safety;

Responsibility for product quality;

Environmental impact.

An organization should determine the needs and expectations of its employees for recognition of their performance, job satisfaction, and development. This focus helps ensure that employees are as fully engaged and motivated as possible.

An organization should determine financial and other results that meet the identified needs and expectations of owners and investors.

Management needs to consider the potential benefits to the organization from partnering with suppliers to create value for both parties. The partnership should be based on shared strategy, knowledge sharing, and profit and loss sharing.

When establishing a partnership, an organization should:

Identify key suppliers and other organizations as potential partners;

Collaboratively achieve a clear understanding of consumer needs and expectations;

Jointly achieve a clear understanding of the needs and expectations of partners;

Set goals that provide opportunities for ongoing partnerships. When considering its relationship with the public, an organization should:

Demonstrate responsibility for health and safety;

Consider environmental impacts, including conservation of energy and natural resources;

Identify applicable legal and other regulatory requirements;

Identify the current and potential impacts of its products, processes and activities on society in general and the local community in particular.

5.2.3 Legal and other mandatory requirements

Management should ensure that the organization is aware of the legal and other regulatory requirements that apply to its products, processes and activities and incorporates these requirements into its quality management system. You should also pay attention to:

Clarification of compliance with current and future requirements in terms of ethics, efficiency and effectiveness;

Benefits to stakeholders from increased compliance;

The role of the organization in protecting the interests of the community.

The formation of corporate social policy involves determining its goals and content, i.e. subject and priority areas. Solving this problem within the framework of a strategic approach to CSR makes it necessary to identify interested parties and their social demands, social problems and trends, assessing the company’s resource capabilities and determining a possible way to respond to the identified requests and problems of stakeholders, forming a system of relevant social obligations and their formalization.

Thus, the process of forming a PSC should begin with an analysis of the internal and external social environment of doing business. Analysis internal environment in the context of forming the company’s social policy, it involves identifying key internal stakeholders, assessing the quality of the company’s human and social capital, the psychological climate in the team, the level of corporate culture, the degree of satisfaction of the company’s personnel with working conditions, the level of non-financial (personnel, professional, social) risks. For these purposes, methods for measuring the value of relevant intangible assets, in particular the company’s human and social capital, questionnaires and interviews of various categories of employees, and other methods of expert assessment and sociometric analysis can be used.

Analysis external environment doing business in order to form a PSC involves, first of all, identifying external stakeholders, their requests, long-term social trends and socially significant problems; analysis of the assessment of the company's reputation by external stakeholders, as well as identification of possible advantages of competing companies in the social sphere (more favorable working conditions, higher levels of wages and social protection, corporate culture, career opportunities, etc.). In this regard, it is of no small importance to take into account the peculiarities of the structure (type) of the market, since it is the peculiarities of the competitive environment that has developed in a particular market and the degree of intensity of competition that determine the need to form competitive advantages, including through CSP.

Identifying stakeholders, their requests and expectations, social trends and problems is of decisive importance for the formation of an effective PSC and, as a result, for ensuring the company’s long-term competitive advantages. As noted in a study conducted by the European Academy of Business and Society ( EABIS), strategic stakeholder management is a platform that links corporate responsibility and strategic management, allowing a company to strengthen and develop its resources, capabilities, knowledge, relationships, social capital and reputation.

As noted in Chapter 7, the formation of the modern concept of CSR was greatly influenced by stakeholder theory. The consequence of its penetration into the concept of CSR was the personification of the social responsibility of business organizations and the specification of its subject. To a large extent, it was under the influence of this theory that business realized the need to build a corporate strategy and CSD taking into account the requests of stakeholders.

Stakeholder Relationship Management(stakeholder management) is an actively developing area of ​​theory and practice 2

control tics. At the same time, in domestic management science, the problems of identifying stakeholders and interacting with them have become the subject of research and discussion relatively recently. As a rule, they are considered primarily in the context of the formation of an overall corporate strategy. The proposed approaches, methods and tools for identifying and positioning stakeholders, and mechanisms for interaction with them can also be used to develop a social strategy and company policy, since they are universal in nature.

Currently, managing relationships with stakeholders is a common practice for many foreign companies and is considered by them as an integral condition for building a business and social corporate strategy. It should be noted that the basic principles for building effective interaction between companies and stakeholders are set out in the AA1000 series of International Standards, as well as in the Global Guide to Sustainable Development Reporting (GRI- 3, GRI-A). The fundamental principle is considered "involvement" involving taking into account the requests of interested parties at all stages of the organization's management process.

As an example of companies that consistently build a system of interaction with stakeholders, we can cite Nestle And Unilever. In Russia, the first attempts to build relationships with stakeholders were demonstrated by the BAT-Russia company in 2001.

A study of the experience of Russian companies, on the contrary, shows that today only large Russian companies, market leaders, show interest in identifying the requests and expectations of stakeholders, assessing the possibilities of taking them into account in the company’s activities and its strategy. The most active in this issue are companies entering international markets or those forced to bear greater social responsibility (for example, city-forming companies). At the same time, as the results of the AMR study (2008) showed, the mechanism itself for identifying and interacting with stakeholders is at the stage of formation.

Important to remember

Stakeholder Relationship Management Process (stakeholder management) should include four interrelated aspects: 1) stakeholder analysis; 2) determining the nature (method) of responding to the identified requests and expectations of stakeholders; 3) formation of a mechanism for interaction with them; 4) performance assessment and reporting.

• - positioning of stakeholders ( stakeholder mapping), i.e. their systematization relative to each other, classification according to the strength of influence on the company in order to identify key groups of stakeholders;
• - identification (identification) of requests from major groups of stakeholders.

Rice. 93.

On practice identification (identification) stakeholders involves answering the following key questions: which companies, organizations, social groups, individuals are the company’s stakeholders at present; what companies, organizations, individuals may be potential stakeholders; what stakeholder groups exist.

The result of the first stage of stakeholder analysis should be a clear understanding of all stakeholder groups of the company. In the context of the formation of the PSC, the latter involves identifying those groups of organizations, social groups and individuals who can be directly or indirectly influenced by the company’s social policy or the implementation of any individual social project, as well as stakeholders who can influence the formation and implementation of the PSC.

As the practice of companies identifying stakeholders shows, most often the process of identifying them is carried out by expert means, and the identification of stakeholder groups is based on the presence of common interests, a common problem or equal positioning of stakeholders in relation to the company. Among methods, most often used by companies in practice, should be called:

• - expert analysis of the internal and external environment of the company (can be carried out by the company’s CSR manager; by a working group specially formed from representatives of various divisions of the company; by surveying the managers of the company and its structural divisions; by external consultants);
• - analysis of information about the company in the media, information networks;
• - dialogue with the local community and other social groups.

The result of identifying stakeholders can be the compilation of company stakeholder maps, which gives a clear idea of ​​their quantity and composition. As an example, let’s look at the stakeholder map of Baltika Brewing Company LLC (Fig. 9.4).

Rice. 9.4.

Positioning stakeholders involves their classification in order to identify key stakeholders, which, in turn, requires defining criteria and methods for their classification. Solving this problem in practice makes it necessary to search for answers to a number of questions: what is the nature and strength of influence of a particular stakeholder on the company; which of them have the greatest impact on the company’s financial flows and the formation of its competitive advantages; what is the nature of the company’s influence on stakeholders.

As noted above, methods for identifying and criteria for positioning stakeholders in order to develop a company’s business strategy can also be used to formulate a corporate social strategy and policy. Thus, the classification of stakeholders to determine the goals and priority areas of the PSC can be carried out based on the following criteria:

• - the position of one or another group of stakeholders in relation to the company (internal, external stakeholders);
• - the nature of the impact of the company’s activities on stakeholders (direct, indirect);
• - degree of dependence of stakeholders on the company (strong, weak);
• - degree of stakeholder interest in the company (high, low);
• - the degree of possible influence of one or another group of stakeholders on the company (strong, weak);

the nature of the possible influence on the company’s strategy (they support, do not support, oppose, etc.);

The importance of a particular group of stakeholders for the company (key, developing).

The specified criteria allow us to identify several groups of stakeholders (Fig. 9.5).

Rice. 9.5.

The classification of stakeholders, carried out for the purpose of forming a PSC, first of all involves identifying a group key stakeholders. This group should include persons, groups of persons (social groups), organizations, communities that are directly related to the company, i.e., on the one hand, they are directly influenced by its activities, are highly dependent on it and, as a result, , demonstrate a high interest in building long-term, mutually beneficial relationships with it, and on the other hand, are able to have a significant impact on the company.

In terms of stakeholder positioning in relation to the company, the main stakeholders can be divided into internal and external groups. It is obvious that in the context of the formation of the PSC, the main internal stakeholder is company personnel. However, in practice, in order to select priority areas of the PSC and increase its efficiency, it is necessary to allocate separate categories of personnel (the most qualified core, young specialists, women, etc.) for a more detailed study of their requests.

The external social environment of a company has a more complex structure, which makes the task of identifying external stakeholders quite a serious problem. As main groups of external stakeholders, As a rule, they consider the population of the region where the company operates, its individual categories, various social groups, and much less often - society as a whole.

For companies with a significant number of stakeholders, in order to determine priority areas of social policy, it is important to identify key groups (key stakeholders). Since the importance of stakeholders for a company is traditionally determined primarily by the degree of their influence on financial flows, the key internal stakeholders traditionally include the most important categories of personnel from this point of view: the most qualified and efficiently working employees, as well as employees employed in structural divisions, the functioning of which has the greatest impact on the results and efficiency of the company. To the key group external Stakeholders should include: family members of company employees; the population of the regions in which the company's enterprises operate (the latter is especially important for city-forming enterprises).

Along with the key ones, it is advisable to single out a group developing stakeholders , which includes groups of stakeholders that can become key in the future: young people living in the region where the company operates (as potential employees), students of specialized educational institutions.

Considering the classification of external stakeholder groups, one cannot help but pay attention to stakeholders who have an indirect, very indirect relationship with the company, but at the same time, as practice shows, on the one hand, they are capable of exerting a very significant influence on it, and on the other hand, can receive either certain benefits from the CSD of certain companies (external positive effects), or experience the influence of the negative consequences of their activities (external negative effects). Examples of positive external effects include improving the quality of human capital and quality of life, reducing social risks and social stability; examples of negative external effects include the degradation of the social capital of society and the growth of social expenditures of the state.

To the group external indirect stakeholders should include competing companies, government bodies at all levels, public organizations, various social groups and society as a whole. These groups of stakeholders can also influence the formation of the PSC. For example, CSD of competing companies can significantly intensify competition in the labor market, pressure from trade unions can force the employer to be more socially responsible, and pressure from the media can force the company to help solve social problems of the local community. Government authorities have the opportunity to both stimulate and encourage companies' CSD and introduce certain sanctions against companies demonstrating socially irresponsible behavior.

The pressure from stakeholders on a company's behavior and decisions can be so significant that it suggests the possibility of pressure groups. They may include public organizations, trade unions, the media, formal and informal communities, including the Internet community. The experience of many companies - and among them there are many quite well-known and successful ones - indicates that the ability of stakeholders to influence the company (including through Internet technologies and social networks) is constantly growing.

Important to remember

Identification of the main groups of interested parties, identification of a group of key stakeholders is the basis for determining the goals and priority areas of the PSC, a condition for its effectiveness.

The next stage of stakeholder analysis and at the same time a step towards the formation of a PSC should be identification and assessment(in terms of the company's choice of possible response) the expectations and demands of key stakeholders, as well as emerging social trends.

Solving this problem in practice requires finding answers to the following questions: what goals and values ​​matter most to stakeholders; what are their needs and preferences, the most significant, from their point of view, social problems.

It is obvious that the demands and preferences of stakeholders are influenced by many factors: economic, social, national, sectoral, geographical, territorial, historical and cultural, etc. Generalization of the experience of large international companies allows us to speak about the presence of diverse and dynamically changing demands and preferences of the main groups stakeholders, in particular company personnel and the local community.

Let us note only two increasingly obvious trends characteristic of economically developed countries of the world: 1) formation of a new hierarchy of values(increasing the importance of free time and expanding opportunities for development while reducing the importance of high pay and career growth); 2) increasing the level of social responsibility of stakeholders(clients, consumers, staff, etc.) and, as a result, the formation of a set of relevant requests in relation to the business.

The extremely insignificant experience of Russian companies in identifying stakeholder requests does not allow us to draw conclusions about the preferences of companies in using certain methods of stakeholder analysis and their comparative effectiveness, as well as about the typical system of values ​​and preferences of employees of these companies.

An analysis of publications, research results, and expert points of view indicates that in most Russian companies, the decision on the feasibility of implementing certain social programs and projects is based not on identifying the requests of stakeholders, but under the influence of other factors: the views of the company’s management, external pressure, the severity of a particular social problem, the company’s resource capabilities, and finally, market factors. At the same time, identifying the requests of stakeholders involves building a dialogue with them, monitoring their interests and expectations on a regular basis, assessing the degree of their satisfaction with ongoing projects and programs, informing about the goals and content of ongoing programs and projects, and the results of their implementation.

The currently existing ideas about the most typical requests of certain groups of stakeholders are the result of expert assessments based on data obtained during various types of research. The diagram below (Fig. 9.6) reflects the most significant social demands and expectations from the point of view of key stakeholder groups (staff and local community). Inclusion in this diagram of a list of requests from shareholders, the state and society makes it possible to see possible areas of intersection of interests of stakeholders in the social sphere. At the same time, it is obvious that this scheme gives only the most general, framework idea of ​​possible social demands and expectations of stakeholders.

Rice. 9.6.

To determine the content and main directions of the company’s social policy, it is also important to analyze the identified social needs and problems in order to determine the nature of these requests: are the identified expectations short-term, reflecting the interests of a small group of people, or are we talking about long-term social trend(request), reflecting the interests of a significant part of society. An example of this kind of social trends (demands) is the formation of a public demand regarding increasing the social responsibility of business, in particular, increasing the responsibility of the company as an employer. In the USA and European countries, university graduates increasingly name the company's reputation as a socially responsible factor among the factors influencing the choice of the company they would like to work for. Ignoring long-term socially significant trends can lead to a decrease in the company's competitiveness and sustainability.

When forming a PSC, it should be taken into account that the interests of various stakeholders may not coincide. Among them there may be those who receive obvious benefits from the company's activities, and those who are harmed by the company's activities. A classic example is the conflict of interests of shareholders and company managers, shareholders and staff, managers and staff. The implementation of social projects and programs can also lead to a conflict of interest. For example, there may be a discrepancy between the requests of local community company employees and positions regarding the assessment of the priority and sequence of solving certain social problems and their severity.

In this connection it arises the coordination of interests of stakeholders is specified, assessing the potential benefits of taking into account the requests of some stakeholder groups and the potential threats from ignoring others. The latter involves searching for answers to the following questions: what are the potential benefits of meeting the demands of a certain group of stakeholders and the possible consequences of ignoring the interests of other groups for both themselves and the company; which stakeholder groups can benefit (lose) from the implementation of certain social projects and programs; whose interests are more taken into account by the implemented social policy; Is it possible to avoid a conflict of interest? Incorrectly set priorities, underestimating the importance of informing stakeholders, and neglecting the principles of building a corporate communications pyramid can lead not only to a decrease in the effectiveness of the CSD, but also to the degradation of the company’s social capital.

Important to remember

One of the most important tasks at the stage of forming the PSC and choosing its priority areas is analysis of the company's resource capabilities to implement the identified requests of stakeholders and solve their social problems. This is about financial, material, human and organizational resources of the company that can be directed to CSD. These resources are usually called social investments.

The main source of social investment is company profits. The latter explains the fact that in the Russian Federation there is a fairly widespread point of view according to which only large, financially stable companies can afford to be socially responsible and implement corporate social responsibility activities. Of course, a company with stable financial performance? can implement more social projects and programs, and reach a wider circle of people. However, “just a good business” that complies with the requirements of the law, ethical norms and rules, and the basic principles of responsibility and sustainable development can rightfully be recognized as socially responsible. The point is not only in the amount of funds allocated to CSD, but also in the attitude towards them as an investment that can provide a long-term socio-economic effect.

At the stage of formation of the PSC, it is useful to study the possibility and feasibility of joining forces in the implementation of certain social projects with other companies, local authorities or non-profit organizations. The latter is of great importance, since the implementation of social obligations in some cases can provide a company with a competitive (innovative) advantage, and in others, put it at a disadvantage compared to competing companies (for example, due to increased social costs). In addition, it should be taken into account that the fulfillment of individual company obligations compared to collective obligations is always associated with greater risk.

At the same time, mastering a new social technology or implementing a social project can improve the company’s reputation and create additional competitive advantages for it. As a result of such socially oriented activities, new social standards may arise that will serve as a kind of barrier to entry into the market for other companies. Overcoming these barriers and introducing social standards and technologies into the activities of an increasingly wider range of companies will indicate the process of formation and consolidation of the CSR institution.

Important to remember

Analysis of the company's resource capabilities allows us to determine the method (nature) of the company's response to the identified requests of stakeholders, determine the strategy or line of its behavior in relation to one or another group of them, as well as the required amount of social investment.

A study of the experience of foreign companies shows that the following are used in practice: strategies: monitoring of identified problems (consultations, negotiations with stakeholders); active participation in solving the problem and accepting appropriate social obligations to stakeholders; formation and implementation of relevant types of corporate policies; cooperation for the purpose of joint participation in solving problems and satisfying the requests of interested parties, their integration into the management and decision-making process or ignoring, neutralizing, countering them. It is easy to see that the indicated possible lines of behavior of the company reflect different degrees of its involvement in CSR, the dominant approach in the company to understanding the content and forms of CSR implementation. When determining the method of response, the appropriate line of behavior of the company and assessing the possible risks associated with this, it is advisable to take into account the strength of influence of one or another interested party on it.

For example, in relation to such a group of stakeholders as the company’s personnel (the direct benefits of satisfying the requests of which are obvious, just as the high level of threats caused by ignoring the requests of employees is obvious), the proactive line of behavior, which involves the formation and implementation of corporate social policy.

Managing relationships with stakeholders also involves building interaction mechanism(communication systems) with them ( stakeholder engagement): on the one hand, in order to identify their requests, on the other hand, in order to inform them about the priority areas of the CSD, relevant decisions, as well as the results of its implementation and evaluation of effectiveness. Thus, this stage of stakeholder management is both the stage that completes the formation of the PSC and a process that allows one to obtain the information necessary for its adjustment in the future.

In Russia, one of the first attempts to track the main methods of stakeholder dialogue used by Russian companies was undertaken as part of the AMR study in 2008. A study conducted in 2012 showed that there had been no fundamental changes in this area. The results of the study confirmed that companies consider the following as the main methods of communication with stakeholders: exchange of opinions within the framework of various events (conferences, round tables, seminars - 92% of responding companies); speeches and publications in the media (95%); information through the corporate website (89%). At the same time, the results of the study indicate that the share of methods and mechanisms of bilateral and multilateral communications with stakeholders, such as joint expert work, participation in the work of public chambers, civil examinations and public hearings, has noticeably increased. In general, experts note that methods of one-way informing stakeholders about their activities dominate, while methods of interaction that make it possible to identify their expectations and preferences are clearly not used enough. It is also noteworthy that companies conduct dialogue with a limited range of stakeholders (government authorities, media, NGOs, political parties, representatives of the local community).

In this regard, it is of absolute interest to study the experience of foreign companies, primarily in terms of building trusting relationships between company management and staff, various ways of conducting dialogue with employees (using information networks, holding open days, joint corporate events, monitoring the degree of staff satisfaction with working conditions in the company, studying expectations, needs and preferences through surveys, etc.).

Building a dialogue with stakeholders, primarily with company personnel and the local community, through regular management meetings with representatives of these groups, surveys, analysis of any available information (complaints, claims, reasons for employees moving to other companies, dissatisfaction with the local community, media publications and social networks) along with the analysis of objective indicators of the state of the company’s human and social capital, its reputation are the most important conditions for the formation of an effective PSC.

Identifying the requests of stakeholders, their interests and the most significant social problems for them, choosing a way to respond to them allows the company to build corporate value system, as well as the corresponding goals of KSD and KSP which can be reflected in the company's mission.

Important to remember

From the standpoint of modern approaches to strategic management, the definition and formalization of the company's mission and strategy should be carried out only after identifying and identifying long-term social trends and requests from key stakeholders.

A brief description of the main tasks and functions, the implementation of which involves the process of managing relationships with stakeholders, allows us to conclude that stakeholder management is a rather complex management process, an important condition for the development of both business and social corporate strategies. The practical application of stakeholder management methods and tools in order to identify stakeholders and their requests is also evidence of the company’s implementation of an integrated or strategic approach to CSR.

• Lenssen G., Pertini F., Tencati L., Lacy P. Guest Editorial // Corporate Governance: International Journal of Business and Society. 2007. Vol. 7. No. 4. P. 352.
• A company's mission is usually understood as an official formalized position reflecting the core values ​​and goals that it adheres to in its activities (including in relation to CSR).