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Study of PR Writing by Entry-level Practitioners Reveals Significant
Supervisor Dissatisfaction COLLEEN KILLINGSWORTH, MCM, APR, FCPRS
Executive Perspectives on Public Relations Management Competencies
Capstone Research Project
McMaster University, DeGroote School of Business
This study was funded by the
Communications + Public Relations
Foundation and CK Communications.
The evolution of public relations management has profound
implications for professional development programs as public
relations professional development programs continue grow in
higher education not only in Canada, but worldwide.
Purpose
To more clearly understand to what degree the skills and
competencies identified in the Manager and Leader
Pathways levels of the CPRS Pathways to the Profession
align with Canadian executive perspectives of the
competencies required of their public relations managers
and leaders (e.g. directors, vice presidents and chief
information officers). Scant research exists that looks at the
competencies and credentials Canadian executives require
of their public relations professionals.
Methods and Sample
The results of the four focus groups (Halifax, Toronto, Calgary
and Victoria) and online survey of 436 executives (e.g. general
business, human resources, and public relations/
communications management) between October 31 and
December 20, 2010 help the public relations industry more
clearly understand to what degree the skills and competencies
identified in the Manager and Leader Pathways levels of the
CPRS Pathways to the Profession align with Canadian
executive perspectives of the competencies required of their
public relations managers and leaders.
Gaps in Working Knowledge vs. Importance Provide Opportunities for ProgrammingIntroduction
There is a direct correlation between the competencies, attributes and aptitudes valued by executives and demonstrated by senior
communicators in their organizations, and those programmed for in the Management and Leader Pathways as part of the CPRS
Pathways to the Public Relations Profession. The gaps of more than 2% in working knowledge compared to the degree of
importance represent areas for public relations and communications education and professional development programming for
senior communicators and public relations professionals holding manager, director, and vice president level positions within an
organization.
Tested Competency /
Attribute / Aptitude
Importance of Knowledge,
Skills and Abilities*
Working Knowledge
Demonstrated
• Financial reporting and
accounting (Knowledge of
finance)**
•(Budgeting)***
49%(n=275)
73%(n=275)
59%(n=242)
• Corporate social
responsibility
83% (n=277) 80% (n=242)
• Managing team processes 86% (n=274) 77% (n=241)
• Public opinion polling and
analysis
54% (n=274) 65% (n=242)
• External consulting skills 88% (n=277) 83% (n=242)
• Managing team processes
• Leadership skills
86% (n=274)
91% (n=272)
77% (n=241)
Management Pathway
The functions of public relations management representatives have evolved over the past three decades and are
"achieving increased stature within the corporation.” Arthur W. Page Society, 2007, Authentic Enterprise, p. 7.
Tested Competency / Attribute /
Aptitude
Importance of
Knowledge, Skills and
Abilities*
Working
Knowledge
Demonstrated
• Financial reporting and
accounting (Knowledge of
finance)**
•(Budgeting)***
49%(n=275)
73%(n=275)
59%(n=242)
• Strategic planning 84% (n=273) 88% (n=242)
• Provides leadership in
implementation of communication
objectives (Leadership skills)**
• Provides leadership to the
organization on reputation,
relationships and positioning
(Leadership skills)**
91% (n=272)
91% (n=272)
96% (n=238)
93% (n=237)
• Corporate social responsibility 83% (n=277) 80% (n=242)
• External consulting skills 88% (n=277) 83% (n=242)
• Commitment to lifelong learning 80% (n=274) 93% (n=233)
• Negotiation 80% (n=274) 75% (n=240)
Leadership Pathway
*Sum of very important and important.
**How competency / attribute / aptitude was stated in the knowledge, skills and abilities section.