Stakeholder Engagement for National Standards Bodies (NSBs)

Module 1
EFFECTIVE STAKEHOLDER ENGAGEMENT FOR
NATIONAL STANDARDS BODIES (NSBS)
Module 1: Introduction to Effective Stakeholder Engagement
for NSBs
Welcome to Module 1 ............................................................................................................. 2
Navigation Help ....................................................................................................................... 2
Section 1: Course and Module Introduction ................................................................................ 2
Course Overview .................................................................................................................... 2
Module Overview .................................................................................................................... 3
Need for Stakeholder Engagement ......................................................................................... 3
Section 2: What is a Stakeholder ................................................................................................ 4
Learning Objectives ................................................................................................................ 4
Definition of Stakeholder ......................................................................................................... 4
ISO Stakeholder Categories.................................................................................................... 4
Knowledge Check 1 ................................................................................................................ 6
Knowledge Check 2 ................................................................................................................ 6
Section 3: What is Stakeholder Engagement .............................................................................. 7
Learning Objectives ................................................................................................................ 7
Definition of Stakeholder Engagement .................................................................................... 7
Nature of Stakeholder Engagement ........................................................................................ 7
Characteristics of Effective Stakeholder Engagement ............................................................. 7
Characteristics of Effective Stakeholder Engagement (continued) .......................................... 8
Knowledge Check 3 ................................................................................................................ 8
Section 4: Importance and Benefits of Stakeholder Engagement for NSBs ................................ 9
Learning Objectives ................................................................................................................ 9
Benefits of Effective Stakeholder Engagement........................................................................ 9
Supporting GSP Through Effective Stakeholder Engagement ................................................. 9
The Stakeholder Engagement Principle ................................................................................ 12
Levels of Stakeholder Engagement ....................................................................................... 12
Knowledge Check 4 .............................................................................................................. 13
Section 5: The Stakeholder Engagement Process .................................................................... 13
Learning Objectives .............................................................................................................. 13
The Stakeholder Engagement Framework ............................................................................ 13
The Stakeholder Balance and Prioritization Tool ................................................................... 14
Knowledge Check 5 .............................................................................................................. 15
Knowledge Check 6 .............................................................................................................. 15
Section 6: Achieving Better Stakeholder Engagement .............................................................. 15
Learning Objectives .............................................................................................................. 15
Tips for Engaging with Stakeholders ..................................................................................... 15
Guidelines for Engagement Processes ................................................................................. 17
Self-Assessment Questionnaire ............................................................................................ 18
The ISO GSP Diagnostic Tool ............................................................................................... 18
Knowledge Check 7 .............................................................................................................. 18
Section 7: Module Summary and Assessment .......................................................................... 19
Introduction ........................................................................................................................... 19
Summary .............................................................................................................................. 19
Assessment .......................................................................................................................... 20
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Module 1
Welcome to Module 1
Welcome to this eLearning course on Effective Stakeholder Engagement for National
Standards Bodies (NSBs).
This is the first module of the course, Introduction to Effective Stakeholder Engagement
for NSBs. The module duration is approximately seventy-five minutes.
Select the View Navigation Help button to find out how to navigate through this module
and to know what features are available. You can access this help again from any page
of the module by selecting the HELP button at the top right of the screen.
When you’re ready, select the Start button to begin.
Navigation Help
Here’s a quick look at how to navigate through this module.
You can access this help again from any page by selecting the HELP button at the top
right of the screen.
Section 1: Course and Module Introduction
Course Overview
This course will provide you with foundational knowledge and tools to identify and
engage with stakeholders effectively and develop and implement stakeholder
engagement frameworks that enhance the quality and impact of standards.
The course is for all professionals at all levels within NSBs including Governing Body
members, senior leadership, stakeholder engagement managers, project managers,
and secretariats of Technical Committees (TCs).
The course is made up of four modules. This is the first module, and it serves as a base
for the next three modules. Once you complete this module, you can go on to Modules
2, 3, and 4, which build on Module 1 to specifically address Stakeholder Engagement
for NSBs at Governance, Organizational, and Sectorial Level.
Please note that the stakeholder engagement processes described in this course are
applicable to the development of national, regional, and or International Standards. If
you are interested in learning about National Mirror Committees (NMCs), please see the
brochure on Guidance for ISO national standards bodies, the link for which is available
in the Resources section.
We recommend that you go through the four modules in the order given. You will earn
an individual badge for each module completed, and a certificate for the full course on
successful completion of all four modules.
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Module 1
Should you opt to take only one, two, or three modules, you will earn badges for the
modules you complete, but you will not be eligible for the full course certificate.
This course has been developed with input and support from Standards Australia. It was
funded by the National Metrology Institute (PTB), acting as the implementing
organization of the German Ministry for Economic Cooperation and Development
(BMZ).
Module Overview
This module, “Introduction to Effective Stakeholder Engagement for NSBs”, is for all
NSB staff.
There are seven sections in this module.
You’re currently in Section 1, which provides an introduction to the course and this first
module.
In Section 2, you’ll learn what we mean by “stakeholder” and the different ISO
stakeholder categories.
In Section 3, you’ll learn about “stakeholder engagement” and the nature and
characteristics of effective stakeholder engagement.
In Section 4, you’ll learn about the importance and benefits of effective stakeholder
engagement for NSBs, the stakeholder engagement principle, and the levels at which
stakeholder engagement is implemented in NSBs.
In Section 5, you’ll get an overview of the steps needed to plan, implement, and monitor
an effective stakeholder engagement framework; and in Section 6, you’ll learn about
some common guidelines to follow for achieving better stakeholder engagement.
In Section 7, you'll be able to revise the key learning points from this module before
going on to a scored assessment.
Need for Stakeholder Engagement
Standardization is a main pillar of any country's National Quality Infrastructure (NQI)
and an NSB represents one of the core QI organizations. You can refer to the ISO
Publication on Good Standardization Practices, the link for which is available in the
Resources section of this module, for more information about the NQI and its
components.
An NSB is the ISO member for its country and coordinates the national system of
standards.
National standards and technical regulations should, as far as possible, be based on
International Standards to facilitate global trade, in accordance with Article 2.4 of the
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Module 1
World Trade Organization (WTO) Technical Barriers to Trade (TBT) agreement which
requires WTO members to use relevant International Standards, whenever available, as
a basis for their technical regulations.
NSBs typically also represent their country’s interests in regional and international
organizations - such as ISO - that develop consensus-based International Standards.
To ensure that NSBs develop and publish national standards that are based on and
meet the needs of their country and users, one of their key roles is to liaise with a broad
range of national representatives from all the ISO stakeholder categories to engage
them in the national, regional, and international standards-setting process and ensure
that their voices are heard. This also keeps NSBs aligned with ISO’s strategic goal of
“All Voices Heard” for 2030.
Effective identification of and engagement with all relevant stakeholders throughout an
NSB’s operations is therefore a priority for any NSB to achieve its mission.
Section 2: What is a Stakeholder
Learning Objectives
This is Section 2, What is a Stakeholder.
After completing this section, you’ll be able to define stakeholder and list the seven ISO
stakeholder categories and their sub-categories.
Definition of Stakeholder
Let’s start by understanding the definition of a stakeholder.
As per ISO 26000:2010, Guidance on social responsibility – clause 2.20, a stakeholder
is defined as “an individual or group that has an interest in any decision or activity of an
organization”.
This means any person, group, or organization that can positively or negatively affect,
be affected by, or even perceive themself to be affected by an NSB’s decisions or
activities, whether directly or indirectly, would therefore qualify as the NSB’s
stakeholder.
ISO Stakeholder Categories
An effective approach is for the NSB to consider the seven stakeholder categories
defined by ISO when identifying and reaching out to stakeholders.
This will help NSBs to have a comprehensive, diverse, and balanced representation of
views that can increase the robustness and relevance of their engagement and
standardization activities and outcomes.
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Select each of the ISO stakeholder categories to see what types of stakeholders they
include. You must visit all interactive elements before continuing to the next page.
You can also refer to the ISO Publication on Guidance for ISO national standards
bodies – Engaging stakeholders and building consensus, the link for which is available
in the Resources section of this module, for more information.
Industry and Commerce:
Stakeholders in the Industry and Commerce category could include
manufacturers; producers; designers; service industries; distribution, warehousing,
and transport undertakings; retailers; insurers; banks and financial institutions; and
business and trade associations.
Select close to return.
Government:
Stakeholders in the Government category could include international and regional
treaty organizations and agencies; national government and local government
departments and agencies; and all bodies that have a legally recognized
regulatory function.
Select close to return.
Consumers:
Stakeholders in the Consumers category could include national, regional, and
international consumer representation bodies, independent of any organization
that would fall into the ‘industry and commerce’ category; or individual experts
engaged from a consumer perspective.
Select close to return.
Labour:
Stakeholders in the Labour category could include international, regional, national,
and local trade unions and federations of trades unions and similar bodies the
main purpose of which is to promote or safeguard the collective interests of
employees in respect of their relationship with their employers. Please note that
this does not include professional associations.
Select close to return.
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Academic and Research Bodies:
Stakeholders in the Academic and Research Bodies category could include
universities and other higher educational bodies or professional educators
associated with them; professional associations; and research institutions.
Select close to return.
Standards Application:
Stakeholders in the Standards Application category could include testing,
certification, and accreditation bodies – that is, organizations primarily devoted to
promoting or assessing the use of standards. Please note that accreditation
bodies here refers to the accreditation of testing and certification bodies.
Select close to return.
Non-governmental Organizations (NGOs):
Stakeholders in the NGOs category could include organizations that usually
operate on a charitable, not-for-profit, or non-profit distributing basis and that have
a public interest objective related to social or environmental concerns. Please note
that this does not include political parties or other bodies whose main purpose is to
achieve representation in government or governmental bodies.
Select close to return.
Knowledge Check 1
Here are some questions to check your understanding.
An NSB wants to develop a standard for electric car safety. Which of these might the
NSB consider as stakeholders as per ISO’s definition of “stakeholder”?
Select all the correct answers.
Knowledge Check 2
An NSB is developing a standard related to electronic systems used in road vehicles.
Match the stakeholders they have identified with the correct categories.
Drag each category shown below and drop it into the box of the corresponding
stakeholder.
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Section 3: What is Stakeholder Engagement
Learning Objectives
This is Section 3, What is Stakeholder Engagement.
After completing this section, you’ll be able to define stakeholder engagement and
describe the purpose, scope – in terms of what is involved – and characteristics of
effective stakeholder engagement.
Definition of Stakeholder Engagement
Now that we have covered the stakeholder categories an NSB would need to engage
with, let’s understand what exactly we mean by stakeholder engagement.
ISO 26000:2010, Guidance on social responsibility – clause 2.21, defines stakeholder
engagement as any “activity undertaken to create opportunities for dialogue between an
organization and one or more of its stakeholders, with the aim of providing an informed
basis for the organization’s decisions”.
It’s important to note the use of the term “dialogue”, which emphasizes the need for twoway communication for the engagement to be effective.
Nature of Stakeholder Engagement
Stakeholder engagement for an NSB therefore means interacting with and involving
relevant stakeholders from across all applicable stakeholder categories to achieve
specific objectives relating to its standardization work –developing its National
Standardization Strategy (NSS), participating in the development of an International
Standard, developing a new national standard, or exploring a new area for
standardization.
This often requires the NSB to undertake significant promotional and outreach activities
to inform and convince the stakeholder representatives – such as industrialists, public
administrations, and other opinion leaders – of the benefits that organizations, markets,
and society can gain from the implementation and use of standards.
Stakeholder engagement can be initiated by the NSB or may begin as a response from
the NSB to one or more stakeholders. It can take place over short or long time spans;
with very narrow and specific objectives or broader and more open goals; and through a
variety of formal and informal communication means and media.
Characteristics of Effective Stakeholder Engagement
The NSB must have fair and transparent stakeholder engagement processes and
activities in place that provide opportunities for all relevant stakeholders’ voices to be
heard.
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The engagement should be tailored to a target stakeholder or stakeholder category,
with a unique value proposition, as defined in clause 3.6 of the ISO Technical
Specification ISO/TS 24082 for Service excellence - Designing excellent service to
achieve outstanding customer experiences – that is, it should give a clear statement of
the benefits the organization offers, how it solves customer problems (in other words,
relevance), how it elicits a better emotional experience, and what distinguishes it from
its competitors.
This will help the stakeholders understand the purpose, context, and scope of the
engagement, and how they can contribute to the standard development project, the
implementation of standards, and or other NSB initiatives.
Characteristics of Effective Stakeholder Engagement (continued)
The NSB’s engagement activities should create opportunities for dialogue between the
NSB and stakeholders as well as between stakeholders, while taking into account the
different capacities, abilities, and needs of individuals and organizations.
Any decisions taken by an NSB should consider the views, needs, and concerns
collected from all relevant stakeholders, and should be arrived at using a consensusbased approach.
ISO defines consensus as the general agreement, characterized by the absence of
sustained opposition to substantial issues by any important part of the concerned
interests and by a process that involves seeking to take into account the views of all
parties concerned and to reconcile any conflicting arguments.
You can refer to clause 2.5.6 of the ISO/IEC Directives, Part 1, Procedures for the
technical work - Consolidated ISO Supplement - Procedures specific to ISO for the
definition of consensus.
We’ll be exploring these aspects and terms in more detail as the course progresses, so
that you'll have a clearer and deeper understanding of what effective stakeholder
engagement entails.
Knowledge Check 3
Here’s a question to check your understanding.
An NSB is developing a proposal for a national standard on packaged drinking water.
They have identified a list of potential stakeholders who they would like to engage
regarding the proposal.
Rank the following engagement approaches in terms of their effectiveness in raising
awareness and seeking stakeholder input into the proposal.
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Drag the effectiveness ranks from the column on the right and drop them into the box of
the corresponding approach, considering rank 1 as the most effective and rank 4 as the
least effective.
Section 4: Importance and Benefits of Stakeholder Engagement for
NSBs
Learning Objectives
This is Section 4, Importance and Benefits of Stakeholder Engagement.
After completing this section, you’ll be able to describe the importance and benefits of
stakeholder engagement, explain the stakeholder principle, and describe the levels at
which stakeholder engagement occurs in NSBs.
Benefits of Effective Stakeholder Engagement
The role of an NSB is to develop or adopt standards that meet their country, sector, and
user needs and provide a Net Benefit for their communities.
Stakeholder engagement is therefore a priority for the NSB as it provides the means for
the NSB to understand the current and emerging needs and expectations of
stakeholders and treat them as relevant interests at the national level. It helps the NSB
to attract new voices and diverse perspectives, and thereby make more informed,
balanced, and considered decisions.
Active stakeholder participation in the development process enables the NSB to deliver
standards that are based on stakeholder needs and reflect the latest requirements and
technologies, and ensure greater stakeholder support for their implementation and use.
It also creates greater acceptance of regulations by stakeholders, as they have been
involved in developing the standards on which the regulations are based.
Stakeholder engagement activities can provide the NSB with valuable insights, including
how it is perceived and how its work is perceived, and what it can do differently and
better. They also help stakeholders to develop a more informed understanding of the
NSB and how to work with it, and to manage their own expectations accordingly,
leading to more productive and mutually beneficial relationships.
Supporting GSP Through Effective Stakeholder Engagement
To support the implementation of Good Standardization Practices (GSP) in NSBs, the
World Trade Organization defined six principles for the development of International
Standards, to which ISO added another three principles, one of which is Stakeholder
Engagement.
ISO implements these nine principles for the development of International Standards.
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The implementation of these principles by NSBs for standards development will support
the consultative relationship between the NSB and its stakeholders, both for technical
work and decision making.
Select the buttons to learn more about each principle. You must visit all interactive
elements before continuing to the next page.
You can refer to the ISO Good Standardization Practices eLearning course, or to the
ISO GSP Publication – the links for which are also available in the Resources section to learn more about these principles.
Transparency:
The NSB should ensure transparency throughout the development process. All
stakeholders should have a view into how the standard is being developed, who is
developing it, and the document’s progress through different stages. The same
information should be available and equally accessible to all, and the Public
Enquiry stage should be opened to the general public.
Select close to return.
Openness:
The NSB should ensure openness of the engagement process itself. Anyone
should be able to express their views, and stakeholders from different categories
should be encouraged to interact and contribute to the development of standards.
Select close to return.
Impartiality and Consensus:
The NSB must involve a balanced group of stakeholders across categories and
ensure that all voices are heard. Sharing varied, divergent views, all of which are
constructive, enables more productive interactions and better outcomes. The NSB
must also make sure to handle any competing interests in a fair and unbiased
manner.
Select close to return.
Effectiveness and Relevance:
The NSB must ensure that the needs of the users – that is, the industry, the
authorities, the suppliers, and the consumers – are determined and addressed.
The standard should be effective in addressing the issues and needs that have
been identified, and should be provided on time, when it has relevance with
respect to the market or technology. The NSB should also ensure that the
standard suits the local environment.
Select close to return.
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Coherence:
The NSB should actively coordinate standardization activities within the country to
avoid duplication, overlap, or conflict between national standards, including with
any International and or regional Standards being developed or adopted.
Select close to return.
Development Dimension:
The NSB should engage all parties who are interested in the development of
national standards and offer them special support to enhance their participation in
the standards development process. Where applicable, they should give special
attention to interested, yet underrepresented parties.
Select close to return.
Stakeholder Engagement:
The NSB must elicit inputs and participation from stakeholders in such a way that
the standards development activities become stakeholder driven. This will ensure
greater relevance of the work and the final output, as the standard would really be
needed by the stakeholders and they would agree with its content.
Select close to return.
Due Process:
The NSB should ensure that standards development activities are carried out
regularly and in accordance with established principles and rules that are made
known to any interested party. These principles and rules should be aligned with
the ISO/IEC Directives and should comply fully with the requirements of the WTO
TBT Agreement.
In the context of standards, an interested party is any person or organization
having an interest in the drawing up or use of a standardization document as
defined in the ISO GSP publication.
Select close to return.
National Implementation or Adoption:
The NSB should be committed to promote, contribute to, and implement locally
International Standards such as ISO and IEC standards, together with the
resulting conformity assessment procedures. The adoption and application of
International Standards at the national level will help to facilitate trade.
Select close to return.
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The Stakeholder Engagement Principle
The Stakeholder Engagement principle defined by ISO underpins nearly all the other
principles of GSP. It states that “it is essential” for NSBs “to engage others so that they
become part of the process” and get the most from standards.
To adhere to this principle, when mapping stakeholders, the NSB should consider those
who are going to use the standard or be directly affected by it and those who can
influence the NSB’s actions and outcomes.
The NSB should develop long-term strategies and related plans for engaging with their
stakeholders at both organizational and sectorial level, to gain their support and get key
individuals, groups, and organizations to actively contribute to the NSB’s
standardization work in meaningful ways.
Module 3 will explain the Stakeholder Engagement principle in more detail when
covering Effective Stakeholder Engagement at the NSB Organizational Level.
Levels of Stakeholder Engagement
There are three levels at which the NSB engages with its stakeholders: the governance,
the organizational, and the sectorial levels. Together, these levels span the NSB’s
Standardization Lifecycle (SLC).
We’ll introduce these levels now, and you will learn more about them in the next three
modules of this course.
Select the buttons for an overview of each level. You must visit all interactive elements
before continuing to the next page.
Governance Level:
At the governance level, the engagement would focus on ensuring that different
stakeholder categories are adequately represented in the NSB's governance
structures and that they perceive they can influence the NSB.
Encouraging stakeholder representatives to contribute to standardization activities
through their involvement in governance will help ensure that the NSB's
organizational priorities more accurately reflect all stakeholder categories’ needs
and expectations.
Select close to return.
Organizational Level:
At the organizational level, the NSB would engage with stakeholders to implement
directions and decisions from its governing body.
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Based on its organizational strategy and NSS, the NSB would develop and
implement customized engagement strategies for all its relevant stakeholders.
Select close to return.
Sectorial Level:
At the sectorial level, the NSB would derive sector-specific plans and create
tailored value propositions to engage key stakeholders in each sector differently.
Their engagement activities would also focus on the inclusion and participation of
key stakeholders in national Technical Committees and or in implementation
activities for specific standards.
Select close to return.
Knowledge Check 4
Here’s a question to check your understanding.
Which of these are benefits of effective stakeholder engagement?
Select all the correct answers.
Section 5: The Stakeholder Engagement Process
Learning Objectives
This is Section 5, The Stakeholder Engagement Process.
After completing this section, you’ll be able to explain the overall process for
stakeholder engagement through a framework that includes planning, implementing,
and monitoring phases, and understand how you can use the ISO Stakeholder Balance
and Prioritization Tool during the Planning phase.
The Stakeholder Engagement Framework
The NSB can use a three-phase Stakeholder Engagement Framework for effective
stakeholder engagement at organizational and sectorial levels.
In the first phase, planning, the NSB will identify and prioritize relevant stakeholders and
develop their engagement plans.
In the second phase, implementation, the NSB will prepare resources and materials for
the planned engagement activities, initiate the engagement by inviting and briefing
stakeholders to participate, and carry out the activities in the planned manner, including
following up as and when required.
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In the third phase, monitoring, learning, and reporting, the NSB will monitor and
measure the engagement activities and outcomes, identify and execute corrective and
improvement actions, and report on the engagement results.
While the Stakeholder Engagement Framework defines a linear progression of three
phases, they actually form a continuous cycle, in which adjustments identified each time
in Phase 3 are planned, implemented, monitored, and lead to further adjustments.
Module 3 will explain the Stakeholder Engagement Framework in detail as a part of
Effective Stakeholder Engagement at the NSB Organizational Level.
The Stakeholder Balance and Prioritization Tool
During the planning phase, the NSB can use a custom developed tool, the Stakeholder
Balance and Prioritization Tool, to identify the key stakeholders - at governance,
organizational, and sectorial levels - on whose engagement activities the NSB's
resources would be more effectively spent.
You can download the tool from the Resources section of this module. You can also
open a copy of the tool now for reference while viewing this page.
Select the blinking forward arrow to continue. You must move forward through all
frames before continuing to the next page.
<forward>
In the first part of the tool, the NSB needs to list all the stakeholders for a project or
initiative and select the ISO category to which they each belong. They then need to rate
each stakeholder as critical, important, or impacted.
The tool will generate visual representations of the data that will allow the NSB to
quickly see how well the stakeholders are balanced across the seven stakeholder
categories; how critical, important, or impacted stakeholders are distributed within and
across the categories; and whether any particular category is underrepresented.
Select the blinking forward arrow to continue.
<forward>
In the second part of the tool, the NSB needs to select the level of interest for each
stakeholder on a scale from 0 to 10; then they need to select the level of influence for
each stakeholder on the same scale.
The tool will accordingly position each stakeholder into one of the four quadrants in a
pre-defined prioritization matrix: low interest low influence, low interest high influence,
high interest low influence, or high interest high influence.
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The tool includes recommended engagement strategies for each of these quadrants
that the NSB can then use as a base when developing its tailored engagement plan for
each stakeholder or stakeholder category.
Select the blinking forward arrow to continue.
<forward>
We’ll understand more about the use of the Stakeholder Balance and Prioritization Tool
in Modules 3 and 4, when we will look at Effective Stakeholder Engagement at the NSB
Organizational and Sectorial Levels.
Please note that a more detailed Stakeholder Engagement Framework Tool will also be
provided as a resource in Module 3 for those who may find it useful.
Knowledge Check 5
Here are some questions to check your understanding.
Complete the stakeholder engagement framework by placing the steps in the correct
sequence in each phase.
Drag each step shown below and drop it into the correct box in the framework diagram.
Knowledge Check 6
What type of information will the Stakeholder Balance and Prioritization Tool provide to
help NSBs engage effectively with stakeholders?
Select all the correct answers.
Section 6: Achieving Better Stakeholder Engagement
Learning Objectives
This is Section 6, Achieving Better Stakeholder Engagement.
After completing this section, you’ll be able to state some good practices that NSBs can
follow for more effective stakeholder engagement activities and processes, and list ISO
tools available to support NSBs in achieving effective stakeholder engagement.
Tips for Engaging with Stakeholders
Let’s look at some tips for achieving more effective stakeholder engagement.
NSBs should ensure that all stakeholders understand the role and benefits of standards
and are aware of the NSB and its work. In particular, for small and medium-sized
enterprises (SMEs), NSBs should make them aware of how their involvement in
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standards development activities can help to link their own organization or industry into
a larger value chain.
They could do this through a strong and tailored value proposition, as well as through
more general awareness-raising communications in different formats, like physical or
virtual meetings and workshops, or websites. Such general information sharing could
also be particularly useful to help NSBs maintain relationships with stakeholders with
limited capacity or resources.
Additionally, NSBs could work with sector associations and trade support institutions to
reach out to the private sector, in particular to SMEs, and collaborate with other NQI
partners for engagement activities.
Select the blinking forward arrow to continue. You must move forward through all
frames before continuing to the next page.
<forward>
It's important for NSBs to ensure stakeholders’ participation throughout the entire
development process.
This could include taking steps to maintain their interest, being responsive, delivering on
commitments, tailoring communications to their specific needs, and making best use of
their time. NSBs should also ensure that there is clarity and agreement about any
expectations of change that stakeholders may have, to avoid dissatisfaction on either
side.
Select the blinking forward arrow to continue.
<forward>
NSBs should strive for adequate representation and participation from stakeholder
categories and achieve an appropriate balance of views.
They should involve individuals who are properly informed and have the appropriate
knowledge and expertise to ensure accurate and valuable technical inputs. These
individuals should also be empowered by the organization or group they represent so
that the standardization work can be effectively disseminated and better embedded
within their organization.
Select the blinking forward arrow to continue.
<forward>
NSBs should conduct meetings and activities in such a way that they are smooth and
productive, which could include ensuring respectful, orderly behaviour and factual,
objective discussions, and managing any conflicts that may arise.
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A proper consensus-based decision-making process must be followed, with all
representatives having the chance to be heard and discussions remaining relevant and
constructive.
NSBs should also provide a range of opportunities for stakeholders to express their
views - for example via telephone or video calls, through email or chat, or in face-to-face
meetings for those who may feel comfortable expressing their needs and concerns
through these channels.
In case of online engagement activities, NSBs must provide support or alternative
options for stakeholders who might need help using platforms or tools or might face
technical constraints.
Select the blinking forward arrow to continue.
<forward>
Please note that you can also explore other related eLearning courses or resources on
the ISO Digital Learning Platform for help on specific areas related to Effective
Relationship Building, Conflict Management, Managing Change, and Structured
Collaboration. The link for the ISO Digital Learning Platform is available in the
Resources section as well.
Guidelines for Engagement Processes
Given that an NSB's engagement processes will necessarily involve multiple
stakeholders and categories, and multiple projects and activities, the NSB must take
care to avoid any conflicts of interest and ensure that they comply with all legal and
internal policies and standards, so as to avoid damage to the NSB's reputation.
Select the blinking forward arrow to continue. You must move forward through all
frames before continuing to the next page.
<forward>
Senior management’s expectations of the engagement should be clearly expressed and
understood, so that engagement objectives and activities can be planned and carried
out in a coordinated manner to achieve the desired outcomes.
Clarity on expected results will help to foster common purpose and internal agreement,
and make more effective use of the NSB’s time and financial resources.
Select the blinking forward arrow to continue.
<forward>
Where needed, NSBs should also take steps to improve their knowledge and
understanding about effective engagement strategies and methods to increase the
effectiveness of their stakeholder engagement efforts.
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The engagement processes should be designed in a way that ensures NSBs remain in
control of activities and progress while still enabling a collaborative approach and a
balance of views.
NSBs should acknowledge and give fair consideration to any feedback or criticism from
stakeholders, and respond appropriately, supporting their response with underlying
rationales or additional explanations as required.
Self-Assessment Questionnaire
NSBs can use ISO’s Stakeholder Engagement Self-Assessment Questionnaire to
evaluate their stakeholder engagement activities; identify their areas of strength as well
as any gaps and areas needing improvement; and take action accordingly.
For best results, the questionnaire should be completed as a group or team activity with
representatives from different departments or units from within the NSB, and revisited
and updated regularly to monitor and assess progress and identify any new areas for
improvement.
You can download an editable copy of the questionnaire from the Resources section.
The ISO GSP Diagnostic Tool
NSBs can also use ISO’s GSP Diagnostic Tool to help them evaluate how well they are
engaging stakeholders at different levels and identify areas for improvement.
The tool allows an NSB to assess itself against benchmarks of good standardization
practices that are mapped against the nine principles of standardization.
The NSB can score its operations on a series of questions about value chain elements
for core and support activities. It can then use the results generated by the tool to
understand where it stands and take actions accordingly - including introducing or
updating policies and strategies, and implementing or updating operational processes,
systems, and controls.
The NSB can also include the self-assessment results in its annual reports to provide
stakeholders with a view of how it is complying with the ISO GSP from year to year.
You can download the diagnostic tool from Annex A of the ISO Good Standardization
Practices (GSP) Publication – the link for which is available in the Resources section.
Knowledge Check 7
Here’s a question to check your understanding.
Which of these are good practices for engaging with stakeholders?
Select yes or no for each of the eight practices.
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Module 1
Section 7: Module Summary and Assessment
Introduction
This is Section 7, Module Summary and Assessment.
In this section, you can review the key learning points from the module and then take
the scored assessment.
Summary
Let’s recap the key learning points from this module.
An NSB is the ISO member for its country and coordinates the national system of
standards. One of the key roles of an NSB is to liaise with a broad range of
stakeholders to engage them in the national, regional, and international standardssetting process and ensure that their voices are heard.
Select the blinking forward arrow to continue. You must move forward through all
frames before continuing to the next page.
<forward>
Clause 2.20 of ISO 26000:2010, Guidance on social responsibility, defines a
stakeholder as “an individual or group that has an interest in any decision or activity of
an organization", and clause 2.21 defines stakeholder engagement as any “activity
undertaken to create opportunities for dialogue between an organization and one or
more of its stakeholders, with the aim of providing an informed basis for the
organization’s decisions”.
ISO has also defined seven stakeholder categories to be considered: industry and
commerce, government, consumers, labour, academic and research bodies, standards
application, and NGOs.
Select the blinking forward arrow to continue.
<forward>
Stakeholder Engagement is one of the nine GSP principles and its implementation by
NSBs for standards development will support the consultative relationship between the
NSB and its stakeholders, both for technical work and decision making.
For an NSB, stakeholder engagement means interacting with and involving relevant
stakeholders from across all applicable categories to achieve specific objectives relating
to its standardization work – including developing its National Standardization Strategy
(NSS), participating in the development or revision of an International Standard,
developing or revising a national standard, or exploring a new area for standardization.
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Module 1
Engagements should be tailored to a target stakeholder or stakeholder category, with a
unique value proposition.
Any decisions taken by an NSB during the project or process should consider the views,
needs, and concerns of all relevant stakeholders, and should be arrived at using a
consensus-based approach.
Select the blinking forward arrow to continue.
<forward>
There are three levels at which NSBs engage with their stakeholders: the governance,
the organizational, and the sectorial levels.
The NSB can use a three-phase Stakeholder Engagement Framework for effective
stakeholder engagement at organizational and sectorial levels.
They can also download and use the Stakeholder Balance and Prioritization Tool from
the Resources section of this module to help them in the Planning phase, and the more
detailed Stakeholder Engagement Framework Tool that will be introduced in Module 3,
to help them throughout the entire process.
Select the blinking forward arrow to continue.
<forward>
NSBs can complete the ISO Stakeholder Engagement Self-Assessment Questionnaire
to evaluate their stakeholder engagement activities at all levels and identify gaps and
required actions.
They may also use ISO’s GSP Diagnostic Tool to help them evaluate how well they are
engaging stakeholders at different levels across the value chain and against the GSP
principles, and identify improvement opportunities.
Both these are available in the Resources section of this module.
You have now completed the content of Module 1 on Introduction to Effective
Stakeholder Engagement for NSBs.
Assessment
Here’s a short assessment to help you gauge your knowledge and understanding of the
key learning points from this module.
There are ten questions, and you must achieve 80% or more to pass.
You have unlimited attempts to achieve the passing score.
Good luck!
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