Archives for April 2015

The story behind the new Communication Management Professional certification

As the Global Communication Certification Council (GCCC) launches the new Communication Management Professional (CMP) designation, Council chair Janet McCormick shares her thoughts on the mission of the GCCC, its accomplishments and the considerable research and thought that went into shaping this first and much anticipated certification offering.

Natasha Nicholson: In 2014 you were appointed the chair of the GCCC. Can you tell us about the Council’s mission, purpose and how it came to be?

Janet McCormick: The GCCC was created by IABC as a standard setting and assessment Council for communication professionals.  After our introductory Council meeting hosted by IABC in New York, New York (April 2014), we crafted the following Mission Statement:

  • The Global Communication Certification Council (GCCC) comprises a strong slate of officers representing the communication industry worldwide and serves as an autonomous governing body for the Global Communication Certification Program.
  • The Council’s purpose is to create and maintain an internationally recognized standard of communication excellence based on a global understanding of key principles and job competencies worldwide.
  • The Council aims to serve the communication profession worldwide by encouraging and executing a process of credentialing of communicators who achieve a global standard at different points of their career path.

NN: The Council is aiming to offer a series of certifications in the coming years, including the recently launched CMP, Communication Management Professional, for professionals with 6 to 10 years of experience. What was the thinking behind offering this certification first and what other certifications will be pursued?

JM: The certifications will be based on the “Global Standard” of the communication profession, which was developed by IABC through extensive research and consultation with the wider profession. Four broad career paths were identified through this process (Foundation, Generalist/Specialist, Strategic Advisor, Business Leader). The generalist/specialist [6-10 years of experience] level was chosen to be developed first as it applies to the largest potential applicant pool.  The Council is currently discussing which level to develop next, the Foundation or Strategic Advisor.

NN: The Council will be seeking ISO accreditation. Can you please explain what this is, why it’s so important and what’s involved in getting this accreditation?

JM: ISO (17024) is an international standard for professional certifications.  It is important that we pursue this designation in order to gain and maintain respect on the global stage.  It is my understanding that we can apply for this accreditation after 2 years of successful operation.  To that end, we are working closely with consultants during program development and data collection/analysis.

NN: A key part of this certification is the Job Task Analysis. Can you explain what this is, how it was developed and how it will be used?

JM: The Job Task Analysis was created as a survey tool to assess the landscape of the profession for this certification program.  It was used to collect demographic information of those working in the field of Communication as well as descriptions of particular knowledge requirements and performance expectations.  The survey results have provided a solid foundation for decision making regarding the focus and direction of the certifications we are developing.

NN: This certification program aspires to serve a global audience. How does the program and the exam take into account cultural differences?

JM: As IABC serves an international population, so will the certification program.  To the extent possible, those individuals surveyed for the JTA, members of the GCCC, and the item writers/scorers for the exams reflect the broad diversity of the profession, notably with regard to the types of organizations (academia, agency, corporate, government/public authority, independent practitioners, and not-for-profits), geographical distribution, cultural considerations, types of communication expertise, gender balance and existing professional credentials.

NN: Your term is coming to an end.  What is your “take away” from this experience?  Where would you like to see the program a year from now?

JM: I have thoroughly enjoyed my time serving as the inaugural chair of such a worthy endeavor!  The dedication of those involved in seeing this program to fruition is admirable in every way.   We have worked tirelessly to create and soon implement what I am confident will be a successful launch in June 2015.  As we all agree that quality credentials are essential in designating expertise in a way that can be understood globally, my vision for the future is that this program is the program that gets it done for Communication Professionals around the world.

Learn about how to become a certified Communication Management Professional.

Changing the Landscape: Informing the Future

 

 

The IABC World Conference is coming to San Francisco, 14-17 June 2015. We will explore new ways of approaching communication with some of the most innovative and visionary leaders of our time.

The 2015 World Conference is providing participants with a once and a lifetime experience. “Changing the Landscape: Informing the Future” is not just the theme for the conference, it is also an experience that attendees will receive. Participants will learn from keynote speakers, who will stimulate the thinking of attendees with engaging sessions that showcase the best practices and problem-solving ideas that can be placed to work now.

By attending the conference you will:
  • Increase your network with over 1,200 participants in attendance.
  • Experience outstanding keynote speeches and informative panel discussions.
  • Choose from more than 60 exceptional sessions in a variety of formats.
  • Select from five tracks:
  • Communication skills: Skill-based knowledge, such as technical and social media skills, measurement techniques, planning, writing and presenting
  • Leadership and strategy: Guidance on facilitating and building strategic leadership skills and using strategy to support business goals
  • Marketing and brand: Insights and expertise on marketing to support sales and branding as an expression of organizational  value
  • Reputation: Strategies for improving stakeholder connections and perceptions — including crisis management and CSR.
  • Employee engagement: Ideas, analysis and best practices on supporting employees to commit to organizational goals, values and success, while enhancing their own sense of well-being.