Nov 07, 2014
•More 10,000 members, from all sectors•Member led organisation with a small supporting secretariat•Stephen Waddington President, Sarah Pinch President Elect•Focus on: Professionalism,
Sarah Pinch FCIPR MIoD• 11 years at the BBC• 13 years in corporate comms• Tricky sectors:• International development• Public transport• Health• Passion for behavioural change in organisations• Experience of placing communications as important
as finance/HR• Professional standards & compliance• New teams in every role since 2000
The Board• provides direction for management; • demonstrates ethical leadership, displaying & promoting throughout
the company behaviours consistent with the culture & values it has defined for the organisation;
• creates a performance culture that drives value creation without exposing the company to excessive risk of value destruction;
• makes well informed‐ and high‐quality decisions based on a clear line of sight into the business;
• creates the right framework, helping directors meet their statutory duties (Companies Act 2006) and/or other relevant statutory & regulatory regimes;
• is accountable, esp. to those that provide the companyʹs capital; • thinks carefully about its governance arrangements and embraces
evaluation of their effectiveness
CIPR State of the Profession 2013• Views of CIPR members (75%) and non-
members (25%) 2,531 respondents, provided a comprehensive overview
• Half (46%) of practitioners brief board members and senior staff
• Third (35%) contribute to organisational strategy
• More than nine out of ten of respondents to the State of the Profession said that being considered a professional is important.
• PR must no longer defined by media relations. • It’s a strategic management discipline focused
on building reputation by promoting mutual understanding.
• This is an industry wide opportunity.
What are our challenges?Boardroom
• 37% are on the board - 63% are not
• One in eight say boards don’t value PR
• 41-48% have no PR in the boardroom
Gender• 56% with PR board
responsibility are men• 61% public sector in-house• average gender pay gap
£12,000 in favour of men. • From Account Manager/Press
Officer & above – men are paid more than women, for doing the same job.
Budget• 15 - 49% media relations spend• 4 - 8% social media management• 4 - 12% event management• 2 - 15% consumer/public campaigning• 4 - 5% research, planning and measurement
So what?• How serious are we about putting this
ambition into practice?
• Other professions succeed by reputation and ‘speaking the language of the board’
• Ethics must be centre stage• Engagement with employers and
commissioners of PR services• Campaigning• Clarity on the route map • Continuous Professional Development
Five goals for professionalism
1. Meaningful membership2. Confidence3. Demonstrating Value4. Trust – and confidence5. Telling our story
Professional Positioning
• Accountable to an external code
• Appropriately skilled and qualified
• Engaged in a process of renewal for ethics and competency
• Validated in a way the public understand
• Leadership• Articulation• Connectivity• Significance• Reputation
Going forward• In 1960s, no one understood management
as a professional discipline• Occupy the land• Clarity of contribution and value• Confidence• Passion, engagement, understanding• Professional standards• Leave
QuestionsEmail: [email protected]@ms_organised0780 858 0752