The document summarizes a roundtable discussion on developing competency frameworks for the public relations profession. It identifies the need for frameworks to benchmark skills, identify training needs, and reduce hiring risks. Two existing frameworks - ECOPSI and the UK Government Communications Framework - were presented as examples. Next steps include producing a discussion paper and sharing it for broader industry feedback to advance the development of PR competency frameworks.

1. Public Relations
Competency Frameworks
#FuturePR roundtable discussion
London - 6pm, 14 January, 2014
Further reading

2. Participants
John Brown, director, Hotwire
Steve Ward, founder & director,
CloudNine Social Media & Digital Talent
Louisa Bartoszek, Director of Media
Relations, BNY Mellon
Simon Collister, senior lecturer, University
of Arts, London
Tanya Ferris, director, Carter Ferris
Alastair McCapra, CEO, Chartered
Institute of Public Relations
Prof. Anne Gregory, University of
Huddersfield and chair, Global Alliance
Russell Grossman, Group Director of
Communications, Department for
Business, Innovation and Skills
Alex Singleton, associate director,
Whitehouse; and author, The PR
Masterclass
Liton Ali, Training Director, The Henshall
Centre
Dr. Jon White, independent consultant &
visiting professor Henley Business School
Stella Bayles, PropellerNet
Aston Lincoln, student, Buckinghamshire
Chilterns University College
Stephen Waddington, director, Ketchum
Europe

3. #FuturePR manifesto
• The public relations profession is
undergoing tremendous change. The skills
required to work in this fast growing
discipline remain a work in progress
• #FuturePR is focussed on discussion in
three areas:
– Competence, qualifications and training
– Agile and real time management
– Structures, tools and workflow

4. Benchmarking
• There is no barrier to entry and requires
no formal qualifications or Continuous
Professional Development (CPD)
• Rapid change coupled with a lack of rigor
means that it is not possible to benchmark
the skills of one practitioner against
another, or one agency or in-house
position against another

5. Competency framework drivers
• The cost of poor hiring decisions (risk and
rehire) is unknown
• Training needs are difficult to identify,
define and address
• No international benchmarks, professional
accreditation or training
• Competency frameworks are commonly
used in other professional to tackle these
issues

6. ECOPSI Framework (1/2)
• Counselling (build relationships,
consulting, coaching)
• Organising/executing (planning, making it
happen)
• Managing (cross functional awareness,
business focus)
• Performing and creating (craft e.g. writing,
design, presentation)
Further reading

7. ECOPSI Framework (2/2)
• Analysing/interpreting (research, listening)
• Supporting/guiding (vision and standards,
ethics, developing others)

8. ECOPSI Framework

9. UK Government Communication
Competency Framework
• Competences are structured around four
stages of a strategic planning process:
Insight, Ideas, Implementations and
Impact
• The framework sets out competences
expected in each area across three tiers
aligned to civil service grades
Further reading

10. UK Government Communication
Competency Framework

11. Discussion areas
• Would communications and public
relations functions benefit from a
competency framework?
• What would a competency framework look
like for public relations (strategic vs.
tactician)?

12. Next steps
• Produce a blog or discussion paper based
on this roundtable discussion
• Share content with broader industry for
comment including the CIPR and Global
Alliance project on Competency
Frameworks