Public relations: running out of steam

OVER the past year, I have counted at least 25 advertisements for corporate communications/public relations officers/managers. Usually there is a demand for tertiary level education and experience at a senior level.  Am I in “la-la” land or do these employers know something I don’t?  One of the reasons these advertisements keep re-appearing is that there is a real shortage of trained and experienced communications practitioners. 

Another reason why organisations keep searching is that they have not themselves defined the task and key deliverables of the “Cor Coms Managers”. Those employers looking for someone who can really add value in the area of corporate communications have a really difficult task on their hands.  The main reason for this shortage is that the society is not providing the necessary education and training in this area.
 
It was in 1974 that the school of Continuing Studies introduced a certificate in Mass Communications, where a person could specialise in Public Relations.  Twenty eight years later this offering has not been expanded and it is not possible to read for a degree in Public Relations or Corporate Communications in the region. Despite this gap in the educational offering, employers expect to find trained and qualified professionals lining up for jobs in the field of communications. In the short term employers will have to identify persons with potential and invest heavily in providing the necessary training.  It is an investment but once you accept the importance of effective communications in winning the hearts and minds of your various publics, the return appears clearer.  Identifying high potential persons in itself is a problem, however, it is not impossible.

A liberal arts degree is a good starting point but there are a number of other competencies which are absolutely necessary.  From where I sit, the most important skill in the arsenal of a communications officer is solid language skills, both written and oral. Appropriate use of language is the nervous system of the communication department.  The tools of the trade include: news releases, feature articles, speeches, audio-video scripts, internal communications, interviews and annual reports. An easy way of testing for this skill is to provide an opportunity for the interviewee to write a news release at the end of the interview.  In addition to testing for language capability, this gives you a good idea of the person’s ability to respond under pressure as well as their keyboarding competence.

Second on the list of key requirements is a high ethical standard.  In this day of corporate scandals and indiscretion, the communications persons must be prepared to act as the corporate conscience and draw the line.  In training programmes I usually suggest that “if you can’t live with it in two-inch type in the morning newspaper, then don’t do or say it”.  Testing for this is difficult, however organisations must be true to their articulated core values. High-quality work is another core requirement.   Again this is difficult to judge in the interview but what you’re looking for is someone who is committed to producing work that is accurate, on time, within budget and complete.  The old concept of “completed staff work” applies.

A significant part of the job of the communications practitioner is the ability to make judgment calls.  This really speaks to experience. The quality and variety of past work experiences of a candidate can provide some indication of their ability to make sound judgments. The final area which I would look for is the extent to which the person is engaged in continuous learning. Businesses grow and change over time, sometimes they even shrink, but no matter the direction, professionals need to keep abreast of changes. If you happen to find the individual who satisfies these requirements, you have another responsibility: continuous training to ensure that the person remains on the cutting edge.

Having said all this, if I was asked to identify the key requirement for a successful communications practitioner I would suggest that it is an understanding of the culture of the organisation. Many bright, energetic, high potential performers underestimate the importance of understanding corporate culture. The context of the communications practitioner is the culture of organisations.  Many initiatives and programmes flounder because we ignore the cue from stalwarts. Keep your ears open for the trite but potent statement, “well you see around here we do it this way!”  

This is a big cue for action. Understanding the culture is one thing.  Changing it is another.  While the Corporate Communications Manager has primary responsibility for designing and implementing the communication strategy, the key champions of organisational chang e are members of the leadership team who MUST walk the talk. People don’t do what you say, they do what you do.

The views expressed in this column are not necessarily those of Guardian Life. You are invited to send your comments to guardianlife@ghl.co.tt