Developing a framework for communication management competencies

Abstract

Using a hierarchical needs assessment model developed by Hunt we identified the essential competencies of communication management practitioners for the purpose of curriculum development and selection. We found that the underlying values of the profession were embodied in two superordinate goals. Six major competencies were identified, which were defined by further sub-competencies. In addition, four main personal attributes were rated as important to professional performance. While we found high levels of agreement between practitioners and academics, there was a difference in opinion about the importance of the competency external interface management and this has implications for changing the focus of tertiary curricula.The drive to both maintain competitiveness and to meet marketplace expectations using the strategic management of communication is a feature of the international workplace. In the complex and dynamic commercial environment of the early twentyfirst century, this drive includes the imperatives to both acquire and develop competent communication management (CM) professionals. Whether organisations are intent on acquiring or developing proficient CM practitioners, the ability to achieve these aims rests on the identification of relevant competencies and aptitudes. However, it appears that identifying and measuring such competencies is oftentimes an inexact science, with a tendency to use idiosyncratic, ad hoc procedures, rather than systematically deriving them. This appears to be particularly true of the CM industry, where there is a paucity of empirical research identifying the skills and personal attributes required for competent practice. Furthermore, there is a lack of agreement within CM about the roles and the underlying competencies needed to be effective (Berkowitz and Hristodoulakis 1999; DTI and IPR 2003;Kruckeberg 1998;Mackey 2003). This paper addresses such concerns, and reports the results of a study to identify the competencies required for professional CM performance.The clear specification of an industry-wide competency framework based on research has several advantages. It provides the basis of curricula for tertiary education and training, a job profile for recruiting, and a mechanism for both evaluating and improving workplace performance. Another major benefit of the identification of *Corresponding author.

Mapping communication management competencies for European practitioners

“…Of these, respondents identified writing as the core skill with 'thorough knowledge of the company and of business principles' nominated as 'essential ' (p.203). These two skills and knowledge areas are identified frequently in the literature as very important to communication practitioners (Oughton, 2004;Brown and Fall, 2005;McCleneghan, 2006;Jeffrey andBrunton, 2011 andSha, 2011). Another key skill area identified in the literature is that of critical thinking or its related terms -problem solving, analytical skills or strategic thinking.…”

“…This is probably the most appropriate definition for use in this study as it effectively distinguishes competencies from skills, knowledge and personal attributes. Jeffrey and Brunton (2011) highlight the advantage of studying competencies over roles as; "roles outline tasks and responsibilities in the job description (and) in today's dynamic workplace these same roles are likely to change frequently. In contrast, competencies are the underlying foundational abilities that are integral to successfully carrying out the tasks and responsibilities, and thus remain a stable blueprint for practice over time" (p. 60).…”

“…According to Ahles (2004) success in employment depends on having these employability skills. Personal attributes are defined in the literature as separate from competencies, but they are important in terms of determining how well a competency is performed (Jeffrey and Brunton, 2011). For example Szyszka (1995) describes communication attributes such as "soft skills", leadership, the ability to work in a team, analytical skills to monitor issues, presentation skills, rhetorical skills, fluency in text and language, self-management, professional experience, fancifulness, creativity, loyalty; and expertise in subject matter and general education.…”

“…The roles of practitioners are defined here as those tasks or responsibilities given to communication practitioners by organisations to be performed on a routine basis or in the event that they are required. This can be pitched at different levels, from fulfilling broad objectives to completing specific small tasks that are the designated specialism of communication professionals (Jeffrey and Brunton, 2011).…”

Audit Typologies used by Communication Public Relations Directors and Agencies: a comparative analysis, Spain - ECM

“…It also confirmed that much work is still needed to improve professional practice in Europe, since "As professional communicators are moving from mostly operational to more managerial, educational and reflective levels, building competencies and skills is the next big challenge both for individuals and organisations (Tench, 2012;Sha, 2011;Jeffrey & Brunton, 2011)" (Zerfass, Verçiç, Verhoeven, Moreno & Tech, 2012: 77).…”