Professional Framework - Public Relations Institute of Australia

Professional Framework

Public Relations Institute of Australia 14 November 2016

Professional Framework // Public Relations Institute of Australia // 14 November 2016

Contents Contents ........................................................................................................................................................ 1 With Thanks .................................................................................................................................................. 3 About PRIA .................................................................................................................................................... 3 Leading the Communication profession ....................................................................................................... 4 A Professional Framework for Public Relations and Communication........................................................... 5 A diversified and changing profession ............................................................................................... 6 Why develop the matrix ..................................................................................................................... 6 How to use the Framework ................................................................................................................ 6 The Australian Qualifications Framework and the New Legislation in 2015 ................................................ 7 Why AQF Levels are Important to the PR Industry ............................................................................ 7 Continuous Professional Development......................................................................................................... 8 What the AQF means for PRIA’s CPD Program .................................................................................. 9 Professional Development Plans ........................................................................................................ 9 The PRIA’s Five Stages of Practice ................................................................................................................. 9 Stages of Practice ........................................................................................................................................10 Competency Matrix.....................................................................................................................................13 Public Relations Competencies ........................................................................................................13 Technician stage ..........................................................................................................................................15 Emerging Practitioner Stage........................................................................................................................16 Managerial Stage ........................................................................................................................................18 Directorial Stage ..........................................................................................................................................19 Executive Leadership Stage .........................................................................................................................21 Remuneration and Recognition ..................................................................................................................23 Remuneration...................................................................................................................................23 Recognition.......................................................................................................................................23 Agency ..............................................................................................................................................24 In-house ............................................................................................................................................24 How to use the Professional Framework (Employer) .................................................................................25 Structure current roles and responsibilities across the agency/communication team ...................25 Write accurate position descriptions in line with the appropriate competency level .....................25 Use the Framework to design professional development plans ......................................................25 Complete future staff planning using the Framework .....................................................................26 Important alignment considerations................................................................................................26

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How to use the Professional Framework (Employee) .................................................................................27 Establish your current competency level .........................................................................................27 Have your own career plan ..............................................................................................................27 Prepare your own development plan ..............................................................................................27 Important considerations .................................................................................................................28 Resources ....................................................................................................................................................29 Downloadable Resources ............................................................................................................................29

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With Thanks The Public Relations Institute of Australia (PRIA) would like to thank the members of the Working Group who created the Professional Framework resource and guided its development in consultation with industry leaders, PRIA members, educators and representatives of the AQF. Working group members included: Jennifer Muir – Primary Communication; Anthony Lowe – The Roxburgh Group; Jeremy Wrench – Capstone Hill Search; Elizabeth Marchant – Recognition PR; and Julian Kenny – PRIA Education Manager. We would also like to thank Registered Consultancy Group (RCG) members PPR, Edelman and Recognition PR who contributed their human resource and professional development resources to this project. A full list of references and resources used for the development of the Professional Framework can be found at the end of the document. The Working Group encourages PRIA members to use the Framework as an essential reference point for personal and employee professional development, recruitment and professional competencies guidance. This Framework is recognised and supported by The Global Alliance’s global competency and capability project. This Framework is aligned to the project’s professional standards.

About PRIA The PRIA is the national industry body for public relations and communication professionals in Australia. The PRIA represents and provides professional support and recognition to over 2,000 individual practitioners and more than 100 consultancies nationwide. Public Relations and Communication is defined as the strategic management of relationships between an organisation and its diverse publics, using communication, to achieve mutual understanding, realise organisational goals, and to serve the public interest. Since 1949, it has been the PRIA’s role to promote and enhance the profession and its status to the broader community. The Institute enforces the highest standards of ethical practice and represents public relations practitioners in the best interests of the profession. Twenty-four years after instigating an academic accreditation program to ensure that the body of professional knowledge is passed onto future generations, the PRIA now recognises 29 accredited degrees in 15 universities and is beginning to engage with the vocational sector.

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Leading the Communication profession Public relations and communication professionals have never had a formal roadmap in the same way that accountants and lawyers have. That is, we’ve never had universally agreed descriptions of our range of skills, nor documentation of those workplace experiences and pathways that lead us to the destination of our career choice. Up until now, who is and what a PR and communication professional ought to be able to do has gone undefined, unlike other professions. Arguably, this has encouraged diversity and creativity of PR and Communication talent in Australia. I’m firmly of the belief that mapping our competencies will be a valuable reference for our profession, clarifying who we are and what we do. Having a Professional Framework allows emerging practitioners to make informed decisions about future career directions, comparing their own existing strengths and identifying what competencies they need to develop to progress through each stage of their career. A Professional Framework could work similarly for senior managers wanting to diversify. A common understanding of what level of experience and skills are required to fill a Senior Account Manager role or its in-house equivalent will be a useful reference for employers. Being able to benchmark skills and salaries will make the recruiter’s work easier too. Lastly, a clear description of the work that professional communicators actually do will better inform their education and provide a greater degree of work readiness. In January 2015, the Federal Government required all VET and Tertiary education providers to comply with the Australian Qualifications Framework. I know how hard universities are working to meet this requirement. This also presents an enormous opportunity for the PRIA to align professional development with the AQF national standards. You will notice that the AQF standards have been identified and aligned to each career level throughout this document to assist every professional in identifying where they are positioned in their career, what training and development they require to progress, and what employers should expect and provide support for employees. The PRIA is committed to setting professional development standards and assisting its members to maintain professional competencies. The international communication community is working towards defining what knowledge, skills and personal qualities constitute ‘the PR and Communication Professional’ at successive stages of the career path. The Global Alliance, of which PRIA is a member, is in the process of integrating the competency systems of more than 60 countries – a task that should be completed within the next twelve months. We are fortunate in Australia that the Registered Consultancies Group (RCG) has identified the need to have an overarching Framework for employers and employees alike. The Professional Framework will be the foundation document for all PR and Communication professionals in Australia to align career development, identify and address gaps in professional training, and to advance our profession in line with the evolutionary nature of required competencies and skills, and expectations of communication professionals as leaders. It is my hope that this work by the PRIA will inform and guide the development of global standards, to advance the profession and the public perception of this great work that we do. I would like to take this opportunity to thank the working group members who have dedicated their expertise and valuable time to this project. I am confident that all PR and Communication practitioners will derive enormous benefit from their contributions. I commend this Professional Framework to all members as a reference that can guide our personal career path, the professional development of our staff and contribute to the success of our organisations. - Mike Watson (Past President, PRIA National)

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A Professional Framework for Public Relations and Communication The PRIA has a responsibility to play an active role in setting the professional development standards for the profession, and to ensure they reflect current skills, knowledge, practice and professional values and codes of ethics. Further, the PRIA has a mandate to ensure high levels of professionalism and ensures this by: • • • • •

developing professional standards to underpin accreditation; working with Government to ensure that any qualification framework aligns to the PRIA standards; overseeing adherence to an ethical code of standards; providing professional development opportunities that incorporate current issues, trends and best practices to its members; and supporting and promoting best practices through the Golden Target Awards program.

Public Relations (PR) and Communication is a diverse profession requiring practitioners who have multifaceted skills and qualifications. For more than 23 years the PRIA has worked closely with tertiary institutions across the country to set, accredit and guide course content, to establish and maintain a standard of qualifications recognised by members and the industry. In 2013 the PRIA, in consultation with the National Education Committee, published the PRIA Education Framework as a guide for education providers, and to ensure that the PRIA had an agreed standard of education and learning that was aligned to the Federal Government’s Australian Qualifications Framework (AQF) for communication. Recognising that practitioners and employers also need a framework for professional development pathways, qualifications and benchmarks within a changing industry, the Professional Framework has been developed to complement the Education Framework. The Professional Framework was developed by a working group, including senior PR and Communication practitioners, consultancy owners, recruiters and international industry representatives, in consultation with the PRIA National Education Committee and industry reference groups, as well as the wider communication and marketing industry. It will be revised as and when substantial industry changes create a need for updates. The Framework’s objective is to ensure that both new and experienced PR practitioners are adequately educated and qualified for their roles, and that there is a clear industry-wide understanding of professional development, the progressive stages of a PR practitioner’s career, and a clear understanding of remuneration, rewards and recognition for each role. Central to the Framework is a competencies matrix to help both agency and in-house PR and Communication practitioners understand potential career paths as well as the required skills and knowledge needed for various roles, both traditional and emerging. The Australian Government requires PR and Communication to align to the Australian Qualifications Framework for the public relations industry. The PRIA is working closely with the AQF development team to align the AQF’s standards with the Framework’s competency matrix, as well as the information contained within the PRIA Education Framework. The PRIA will work closely with the Federal Government’s new commitment to Industry Skills development, as well as education and training providers to ensure that the agreed standards are met and promoted.

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The Framework has also been developed in consultation with the Global Alliance as they work to develop an international competency framework by 2016. The PRIA Professional Framework will be used as a reference point internationally, and will be updated as necessary to align to the recommendations made by the Global Alliance project. Finally, the Framework will guide the development and delivery of the PRIA CPD program to ensure all profession education and training opportunities can be counted towards your career development plans.

A diversified and changing profession The PR and Communication profession is diverse and accommodates a broad range of competencies and knowledge required to communicate and influence. The Framework recognises and includes the expanded range of roles and competencies required across the profession, and makes allowances for the changing nature of communication for the entire profession. The Competency Matrix details all of the agreed technical competencies, knowledge requirements, and the practical tasks that are expected of a PR and Communication practitioner throughout their career.

Why develop the matrix The Professional Framework was developed to: • • • • • •

provide a structured career path for practitioners; guide professional development programs to ensure they are in line with industry standards; help practitioners and employers understand the skills, experience and salary ranges for roles; help employers understand and think about what they are looking for in practitioners and the questions to ask for each level; help the profession maintain and develop standards; and inform the development of the new Australian Qualifications Framework (AQF) standards for the profession.

How to use the Framework The Framework covers each broad stage of a career in PR and Communication, including: • • • • •

Technician Stage; Emerging Practitioner Stage; Managerial Stage; Directorial Stage; and Executive Leadership Stage.

Each stage is accompanied by the relevant AQF competency level as well as a list of potential job titles that a person could hold at that stage. This is cross-referenced with the knowledge and performance outcomes that would be needed for each stage, a list of required skills, a salary band, and rewards and recognition benchmarks for both agency and in-house roles at that stage. Employees and employers alike can use the Framework to produce professional development plans, check career progression against required skills and knowledge, guide employment programs and recruitment, and guide training and education.

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It is recommended that position descriptions, job advertisements, salary structuring, and professional development plans be aligned to the information within the Framework to rebalance any disparity across the profession. The Framework will guide the PRIA Continuing Professional Development training program and will also inform the development of VET and Tertiary education courses, to support professional development

The Australian Qualifications Framework and the New Legislation in 2015 The Australian Qualifications Framework (AQF) is the Australian Government’s policy for regulated qualifications in Australian education and training. It incorporates the qualifications from each industry sector into a single comprehensive national qualifications framework. As of 1 January 2015, it is now a Australian Government legislative requirement for all professional training courses run by Universities, TAFEs and Registered Training Organisations to be compliant with the AQF requirements. They must ensure graduates achieve the learning outcomes for the relevant AQF Level in order for them to be deemed competent. The learning outcomes are constructed as a taxonomy of what graduates are expected to know (knowledge), understand (skills) and be able to do (application) as a result of the learning. The goal of the legislation is to ensure all qualifications are nationally recognised by every education and training institution and that the courses being run create more ‘work ready’ students. For example, PR and Communication practitioners who have completed a Bachelor Degree in Communication will be recognised as an AQF Level 7, while those who have completed a Masters in Communication or equivalent will be recognised as an AQF Level 9.

Source: Australian Qualifications Framework Second Edition January 2013

Why AQF Levels are Important to the PR Industry Subject to the consequences of the Australian Government reforms announced in April 2015 regarding the future role of the Industry Skills Councils, the current skills council for Public Relations and Communication is the Innovation & Business Skills Australia (IBSA). IBSA is currently finalising a Diploma (AQF Level 5) VET qualification for Advertising, Marketing and Communication skills. The PRIA has

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requested that a separate series of qualifications be developed that provides a pathway for anyone interested in joining the PR and communication industry from Diploma to Graduate Certificate and Graduate Diploma (AQF Level 8). In time this will align the list of essential skills, knowledge and application necessary for someone to be deemed competent in PR/communication at each stage of their professional career, from school leaver (AQF Level 5) to Doctorate (AQF Level 10). This document contains the list of skills, knowledge and application required for each level of practitioner. This list will be the basis of two immediate AQF aligned qualifications - a Diploma Course in PR and Communication and a Graduate Diploma in Strategic Communications. Members of the PR industry will have an opportunity to make a submission on the new coursework before it is endorsed by Australian Skills Quality Authority and becomes the qualification benchmark for all AQFaccredited PR and communication training courses across Australia. Full details on the AQF and its ten levels can be found at www.aqf.edu.au

Continuous Professional Development PRIA requires members to continuously build their skill set to maintain a high level of competency throughout their career. This is done through its Continuous Professional Development (CPD) program and is traced as part of PRIA membership. This requirement is in place to ensure that all practitioners of public relations and communication, who are members of the PRIA, maintain a high standard of professional competency, capability and are valued for their contribution by employers and are eligible for professional recognition for their achievements professionally. In order to qualify for ongoing professional membership, PRIA requires all Associate Members to complete at least 20 hours of appropriate CPD study or related activity per year. PRIA Professional Members need to complete at least 30 hours. CPD can include: • • • • • • •

Formal courses (minimum of 1 hour) - PRIA lectures and seminars including conferences; inhouse training sessions by employers; and courses provided by other recognised educational, professional or industrial bodies (AQF accredited); Formal individual study - includes correspondence and off-campus courses, programmed learning courses and audio-courses (AQF accredited); Formal discussions - includes committees, providing and receiving mentoring, PRIA discussion groups and meetings as well as professional, educational or industrial bodies involved in the preparation and review of professional material; Preparation of lectures - of a relevant nature for presentation at PRIA or other professional, education or industrial functions, including academic materials leading to new lecture topics; Written materials - preparation of articles or papers on public relations, professional research study projects or case study work for publication; Board and PRIA - active involvement with either the National Board or state and territory PRIA Councils by serving on committees or sub-committees, including judging the Golden Target Awards, secondments, and the National Emergency Communication Reserve; and Unstructured CPD - reading of relevant books, periodicals, journals, technical bulletins, and research reports, as well as discussions with specialists on relevant matters.

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What the AQF means for PRIA’s CPD Program The new legislation from 1 January 2015 means that PRIA CPD training hours are now being enforced and audited annually for each member and will be submitted to a national industry skills register. This will simplify the reference and qualifications checking process for any PRIA member organisation hiring new staff and for clients looking to see if a pitching agency has the qualifications and skills they claim they have. CPD training can be recognised as an AQF Level qualification if it is completed by an accredited training provider. The major benefit for PRIA members is that PRIA-accredited training courses will be declared AQF compliant or not and members will have the option of selecting CPD training that qualifies them to move up a nationally recognised AQF Level.

Professional Development Plans PRIA encourages each member to have a professional development plan to ensure that they keep improving their professional acumen. This plan will list the skills and competencies required for the individual to qualify for the next AQF Level and/or internal promotion. Once the set of essential skills for the PR industry has been finalised and endorsed by Australian Skills Quality Authority (ASQA) and the AQF, they will be used in a new set of courses for the communication industry. They will include the units of competence that an individual must complete for each level and should be used by all industry employers as a guide for the creation of their professional development plans and participation in the PRIA’s CPD training programs.

The PRIA’s Five Stages of Practice As outlined in the PRIA’s Educational Framework and accepted internationally as industry standard, there are five stages of practice with increasing competencies that are accepted as the international standard. These have been aligned with the appropriate AQF Level to comply with the new AQF legislation. STAGE

AQF LEVEL

QUALIFICATION

TECHNICIAN

AQF LEVEL 5/6

Diploma/Advanced Diploma

EMERGING PRACTITIONER

AQF LEVEL 7

Bachelor Degree

MANAGERIAL

AQF LEVEL 8

Honours/Graduate Certificate/Graduate Diploma

DIRECTORIAL

AQF LEVEL 9

Masters in Communication

EXECUTIVE LEADERSHIP

AQF LEVEL 10

Doctorate in Communication

>> For more detail on each stage refer to the competency matrix for each stage (given overleaf). It is important to note that, while years of experience at each stage are important to build competence in each of the essential skills, experience is not a standalone indicator of an individual’s competence. For example, a person with 10 years’ experience in PR may not have contacted a member of the media in more than four years (or completed training in it in the last few years). As such, they could not be deemed competent in the skill of media relations.

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The PRIA recognises the AQF’s levels of competence as a national benchmark to assess the qualifications of each PR/ Communication practitioner. By completing AQF-accredited, competency-based training in the essential skills of PR and communication, individuals will be able to advance their seniority and AQF Level. This will be an instantly-recognisable or promoting qualification that all employers can rely on when hiring staff. Employers can also use the AQF Levels to guide the professional development of their staff in the essential skills and be assured that their qualifications are nationally recognised. Each AQF-accredited course will state the learning outcomes for students and the level of competence they will have on completing the training. By doing so, the graduates will return from training courses with ‘work-ready’ skills that can add immediate value to their employer’s business and their career development (such as offering new services delivered with the acquired skills).

Stages of Practice The five stages of practice with increasing competencies: TECHNICIAN

TYPICAL POSITIONS

KNOWLEDGE

Basic knowledge of: agency/organisation; communication industry; communication theories; Australian politics, society and media; communication practice; clients and customers; sector; and ethical practice and social responsibility.

SKILLS

Plan and write simple texts, plan and present simple presentations, handle simple negotiations, assist in client engagement, demonstrate basic creativity, understand issues and crisis concepts, understand media relations concepts, understand audience insights concepts, understand concepts of communication planning, understand concepts of communication measurement and evaluation, understand need for business development, comply with organisational requirements for financial management, and understand concept of stakeholder management.

PERSONAL APPLICATION

Uses standard verbal and non-verbal communication, participates well in teams, can identify problems, acts within scope of own responsibility, identifies learning needs, use appropriate technology for the task, identifies information and interprets texts, perform mathematical calculations with multiple steps.


TYPICAL POSITIONS

AQF Level 5/6

AQF Level 7

Intern; Account Coordinator; PR/Communication Coordinator.

Account Executive; Senior Account Executive; PR/Communication Executive/Officer.

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TYPICAL POSITIONS

KNOWLEDGE

Broad theoretical knowledge with depth in some areas of: agency/organisation; communication industry; communication theories; Australian politics, society and media; communication practices; clients and customers; sector; and ethical practice and social responsibility.

SKILLS

Plan and write routine texts, plan and present routine presentations, handle routine negotiations, directly support routine client/customer/internal audience engagement, demonstrate routine creativity, assist with directed tasks in an issues and crisis situation, assist with directed media relations activity, assist in developing audience insights, assist in development of communication plans, assist with communication measurement and evaluation tasks, assist with directed business development tasks, administer routine financial management tasks, and assist with directed stakeholder management tasks.


Uses verbal and non-verbal communication strategies to communicate effectively, contributes strongly to team effectiveness, clearly outlines problems and suggests solutions, proactively identifies personal areas for improvement, able to apply learning needs to create a career plan, understand all technology available for the task and review own performance, use critical reading skills to interpret information from texts, apply mathematical data to graphs and tables.

AQF Level 7

MANAGERIAL


TYPICAL POSITIONS

AQF Level 8

Account Manager; Senior Account Manager; PR/Communication Senior Executive; Senior Communication Officer; Marketing Communication Manager; Campaign Manager; Internal Communication Manager.

KNOWLEDGE

Specific and in-depth theoretical and technical knowledge of: agency/organisation; communication industry; communication theories; Australian politics, society and media; communication practices; clients and customers; sector; and ethical practice and social responsibility.

SKILLS

Plan and write complex texts, plan and present complex presentations, handle complex negotiations, manage complex client engagements, demonstrate complex creativity, manage tasks in an issues and crisis situation, manage media relations activity, manage audience insight development, develop communication plans, manage communication measurement and evaluation tasks, look for and manage business development activities, manage allocated budgets, and manage stakeholder activities.

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Uses verbal and non-verbal communication strategies for workplace negotiation, plans and manages team effectiveness, clearly outlines complex problems and suggests solutions, proactively identifies areas for improvement for other team members, able to propose informal and formal learning pathways, supervise the use of technology and review the performance of others, critically evaluate information in complex written texts, extract mathematical information from workplace tasks. TYPICAL POSITIONS

AQF LEVEL 9

Account Director, Senior Account Director, PR/Communication Manager; Head of Internal Communication; Senior Campaign Manager; Corporate Relations Manager; Public Affairs Officer/Manager; Media Relations Director; Head of (Communication) - organisation size dependent.

KNOWLEDGE

Advanced and integrated knowledge of: agency/organisation; communication industry; communication theories; Australian politics, society and media; communication practices; clients and customers; sector; and ethical practice and social responsibility.

SKILLS

Plan and write highly complex texts, plan and present highly complex presentations, handle highly complex negotiations, manage highly complex client engagement, demonstrate highly complex creativity, form and direct strategy in an issues and crisis situation, plan and direct media relations strategy, plan and direct audience insights strategy, develop highly complex communication plans, design communication measurement and evaluation tasks, design and direct business development activities, propose and set standards in financial management activity, and direct and influence stakeholder management.


Uses sophisticated verbal and non-verbal communication strategies for highly complex workplace negotiation, decides team’s purpose and directs team’s effectiveness, determines problem solving strategies for the organisation, embeds innovation in everything they do, identify learning needs for the organisation and propose learning strategy, evaluate future tasks and decide technology needs, critically evaluate information in highly specialised written texts, propose appropriate mathematical strategy in highly complex workplace tasks.

DIRECTORIAL


TYPICAL POSITIONS

AQF LEVEL 10

Group Account Director, Managing Director, Practice Lead, Chief Communication Officer, Communication Director; Corporate Affairs Director; Public Affairs Director; Senior Advisor; Global Communication Manager; General Manager.

KNOWLEDGE

Advanced and integrated knowledge of: agency/organisation; communication/marketing/research/ polling/digital design/human resource/ business industries and sectors; industry; communication theories; Australian politics, society and media; communication practices; clients and customers; sector; business governance, and management stakeholder and partner dynamics; and ethical practice and social responsibility.

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TYPICAL POSITIONS

AQF LEVEL 10


SKILLS

Plan and write highly complex texts, plan and present highly complex presentations, handle highly complex negotiations, manage highly complex client engagement, demonstrate highly complex creativity, lead crisis management team, lead highly complex media relations activity, lead complex audience insights activity, own and direct the development of complex communication plans, ensure best practice communication measurement and evaluation practices are applied, set SMART business development targets, make all financial management decisions, and influence stakeholders.


Uses sophisticated verbal and non-verbal communication strategies for highly complex workplace negotiation, define core structure and function of organisation, determines problem solving strategies for the organisation, reshapes organisations current and future thinking, identify learning needs for the organisation and propose learning strategy, evaluate future tasks and decide technology needs, critically evaluate information in highly specialised written texts, extract and analyse mathematical information that may be highly embedded in a broad range of highly complex workplace tasks.

Competency Matrix The following chart categorises the activities undertaken in public relations according to the AQF descriptors of knowledge, skills and attributes/application of those skills and knowledge, and communication. The competencies are a synthesis of agency and in-house indicators and reflect the increasingly important role of digital communication.

Public Relations Competencies KNOWLEDGE

PERFORMANCE OUTCOME

Agency/organisation knowledge

Knowledge of the agency/organisation’s history and current operational priorities.

Communication industry knowledge

Knowledge of the history of the communication/PR profession, its Australian participants, the key stakeholders and its present situation.

Theories of communication knowledge

Knowledge of the major theories of communication.

Knowledge of Australian politics, society and media

Knowledge of Australian politics, society and media.

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Communication practice knowledge

Knowledge of the differing practices within communication.

Client knowledge

Knowledge of the needs of the organisation’s clients/customers.

Sector knowledge

Knowledge of the sector that you are working in/for.

Ethical practice and social responsibility

Knowledge of the legal and ethical behavioural expectations of Australian communication practitioners.

SKILLS

PERFORMANCE OUTCOME

Persuasive writing

Write persuasive editorial copy under tight deadline pressure.

Presentation

Prepare, deliver and review a formal presentation.

Negotiation

Use negotiation techniques to achieve an outcome.

Client engagement

Communicate clearly with internal/external clients.

Creativity

Produce original ideas within a short deadline.

Issues and crisis management

Manage an issue or crisis situation.

Media relations

Communicate clearly with the media.

Audience insights

Understand, research, analyse and draw conclusions about attitudes /behaviour of a select audience.

Campaign planning

Plan a campaign.

Measurement and analytics

Design, conduct evaluation and report on a communication campaign.

Communication strategy

Plan a communication strategy.

Business development

Identify, prepare and pitch for new work.

Financial management

Manage a fixed budget.

Stakeholder management

Set and meet expectations of selected stakeholders.


PERFORMANCE OUTCOME

Oral communication

Communicate clearly with all publics.

Teamwork

Work constructively in a team environment.

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Problem solving Initiative and enterprise Learning Listening

Find solutions to business problems. Think about the bigger picture and the future of the organisation and develop improvements. Seek out new ideas and new things and be able to pick them up quickly. Listen, analyse and interpret information communicated verbally and non verbally.

Technology

Understand and apply technology to work efficiently.

Reading

Read and comprehend written material easily.

Numeracy

Reason and apply numerical concepts easily.

NON-CORE COMMUNICATION

PERFORMANCE OUTCOME

Media buying

Negotiate and purchase media space.

Search

Design, implement and adjust search engine marketing campaigns.

Social media community relations

Create and grow online communities.

Design and production

Brief, create and print design work.

Video production

Brief, film and edit video products.

Digital production

Brief, code, test, host and release digital products.

Technician stage The Technician stage of the Educational Framework describes the attributes in entry level roles in public relations and communication, such as might be expected of an intern or account coordinator. The AQF requires graduates at this level to have “specialised knowledge and skills for skilled/ professional work and/or further learning”. The work undertaken at this level requires accountability for personal and team outputs and outcomes, but under close supervision, with limited responsibility and autonomy. TECHNICIAN

TYPICAL POSITIONS

KNOWLEDGE

Basic knowledge of: agency/organisation; communication industry; communication theories; Australian politics, society and media; communication practice; clients and customers; sector; and ethical practice and social responsibility.

AQF Level 5/6

Intern; Account Coordinator; PR/Communication Coordinator.

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SKILLS

Plan and write simple texts, plan and present simple presentations, handle simple negotiations, assist in client engagement, demonstrate basic creativity, understand issues and crisis concepts, understand media relations concepts, understand audience insights concepts, understand concepts of communication planning, understand concepts of communication measurement and evaluation, understand need for business development, comply with organisational requirements for financial management, and understand concept of stakeholder management.


Uses standard verbal and non-verbal communication, participates well in teams, can identify problems, acts within scope of own responsibility, identifies learning needs, use appropriate technology for the task, identifies information and interprets texts, perform mathematical calculations with multiple steps.

In the workplace, technicians would be involved in tasks such as: • • • • • • • • • • • •

develop media releases, pitches and materials, including research, writing, editing, collating and distributing through relevant social media channels; liaise and attend meetings with clients, media, prospective clients, and internal teams; respond to and follow up media enquiries; monitor and report on client media and social media activity; maintain and develop an active product loan pool for review or photography; plan and carry out editorial features research and advise team on relevant opportunities for clients in consultation with account managers; carry out event management including research, venue and talent selection and management; support the administrative team by providing back-up phone support; operate time slips efficiently and track all time; participate as active and interested team members, providing support to colleagues and ensuring they take every opportunity presented to learn and develop; follow company policies and procedures and follow/participate in occupational health and safety measures; and conduct themselves in a professional manner at all times.

The expected salary range* would be between $38,000 and $45,000 in agency and in-house. Technicians typically have up to one year’s experience. *Salaries are based on the industry standards in 2014

Emerging Practitioner Stage Emerging Practitioner stage of the Educational Framework describes the attributes of university graduates that take up roles such as Account Executive or Communication Executive. Emerging practitioners are expected to apply knowledge and skills to demonstrate autonomy, welldeveloped judgement and responsibility in contexts that require self-directed work. EMERGING PRACTITIONER AQF Level 7

TYPICAL POSITIONS


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TYPICAL POSITIONS

KNOWLEDGE

Broad theoretical knowledge with depth in some areas of: agency/organisation; communication industry; communication theories; Australian politics, society and media; communication practices; clients and customers; sector; and ethical practice and social responsibility.

SKILLS

Plan and write routine texts, plan and present routine presentations, handle routine negotiations, directly support routine client/customer/internal audience engagement, demonstrate routine creativity, assist with directed tasks in an issues and crisis situation, assist with directed media relations activity, assist in developing audience insights, assist in development of communication plans, assist with communication measurement and evaluation tasks, assist with directed business development tasks, administer routine financial management tasks, and assist with directed stakeholder management tasks.


Uses verbal and non-verbal communication strategies to communicate effectively, contributes strongly to team effectiveness, clearly outlines problems and suggests solutions, proactively identifies personal areas for improvement, able to apply learning needs to create a career plan, understand all technology available for the task and review own performance, use critical reading skills to interpret information from texts, apply mathematical data to graphs and tables.

AQF Level 7


Tasks in the workplace are similar to those at the Technician stage, but undertaken with greater independence: • • • • • • • • • •

develop media releases, pitches and materials, including research, writing, editing, collating and distributing through relevant social media channels; monitor and report on client media and social media activity, ensuring media coverage is provided in the best quality and as quickly as possible; carry out event management including RSVP management, quality control and hands on support; plan and carry out editorial features research and advise team on relevant opportunities for clients in consultation with account managers; liaise and attend meetings with clients, media, prospective clients, and internal teams, noting actions and next steps and ensuring appropriate interaction and follow up; support the administrative team by providing back-up phone support; participate as active and interested team members, providing support to colleagues and ensuring they take every opportunity presented to learn and develop; operate time slips efficiently and track all time, billing 6.5 hours per day to client work; conduct themselves in a professional manner at all times; and follow company policies and procedures and follow/participate in occupational health and safety measures.

The expected salary range* would be between $46,000 and $54,000 in agency and from $45,000 to $70,000 in-house. Two to three years’ experience is typical of these positions. *Salaries are based on the industry standards in 2014

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Managerial Stage The Managerial stage of the Educational Framework corresponds to the outcomes of a postgraduate degree. Communication managers apply knowledge and skills to demonstrate autonomy, welldeveloped judgement, adaptability and responsibility as a practitioner or learner. MANAGERIAL

TYPICAL POSITIONS

AQF Level 8

Account Manager; Senior Account Manager; PR/Communication Senior Executive; Senior Communication Officer; Marketing Communication Manager; Campaign Manager; Internal Communication Manager.

KNOWLEDGE

Specific and in-depth theoretical and technical knowledge of: agency/organisation; communication industry; communication theories; Australian politics, society and media; communication practices; clients and customers; sector; and ethical practice and social responsibility.

SKILLS

Plan and write complex texts, plan and present complex presentations, handle complex negotiations, manage complex client engagements, demonstrate complex creativity, manage tasks in an issues and crisis situation, manage media relations activity, manage audience insight development, develop communication plans, manage communication measurement and evaluation tasks, look for and manage business development activities, manage allocated budgets, and manage stakeholder activities.


Uses verbal and non-verbal communication strategies for workplace negotiation, plans and manages team effectiveness, clearly outlines complex problems and suggests solutions, proactively identifies areas for improvement for other team members, able to propose informal and formal learning pathways, supervise the use of technology and review the performance of others, critically evaluate information in complex written texts, extract mathematical information from workplace tasks.

Tasks in the workplace would include: • • • • • • • • • • •

oversee day-to-day client projects and/or events to insure the quality of work meets clients’ objectives and in a manner that provides value for money; develop and cultivate relationships with the client and external publics; develop materials on complex issues, and review and advise on materials prepared by others; develop, pitch and place stories by and about the client in business, trade and other media; through news bureau activities, develop pitches and work with targeted media on story development, and handle media inquiries; research and monitor clients’ businesses and industries to stay up to date; organise, implement and oversee media events, press conferences/briefings, media tours and promotions for the client; develop communication and marketing plans for clients; proactively develop relationships with external publics (media, third party constituencies, prospective customers, etc.) to convey the client’s message; recommend and implement initiatives that improve the public’s perception of the client; research, write and distribute news releases, backgrounders, fact sheets, bios, newsletters, pitch letters, prepared remarks, program elements and stand-by statements;

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• • • •

cultivate positive client presence in media through releases, contact and responsiveness to inquiries/requests; maintain clear and consistent communication between the client and the account team; manage account administration duties such as billing, financial reporting and activity reports; and assist with new business development including writing new business pitches and participating in pitches.

The average salary range* is between $67,000 and $80,000 in agency and from $60,000 to $120,000 inhouse. The indicative experience is between four and seven years. *Salaries are based on the industry standards in 2014

Directorial Stage The Directorial stage of the Framework refers to the spectrum from Account Director to Senior Account Director in an agency and PR/Communication Manager to Senior PR/Communication Manager in-house. Directors apply knowledge and skills to demonstrate autonomy, authoritative judgement, adaptability and responsibility as an expert or teacher. TYPICAL POSITIONS AQF LEVEL 9

Account Director, Senior Account Director, PR/Communication Manager; Head of Internal Communication; Senior Campaign Manager; Corporate Relations Manager; Public Affairs Officer/Manager; Media Relations Director; Head of (Communication) - organisation size dependent.

KNOWLEDGE

Advanced and integrated knowledge of: agency/organisation; communication industry; communication theories; Australian politics, society and media; communication practices; clients and customers; sector; and ethical practice and social responsibility.

SKILLS

Plan and write highly complex texts, plan and present highly complex presentations, handle highly complex negotiations, manage highly complex client engagement, demonstrate highly complex creativity, form and direct strategy in an issues and crisis situation, plan and direct media relations strategy, plan and direct audience insights strategy, develop highly complex communication plans, design communication measurement and evaluation tasks, design and direct business development activities, propose and set standards in financial management activity, and direct and influence stakeholder management.


Uses sophisticated verbal and non-verbal communication strategies for highly complex workplace negotiation, decides team’s purpose and directs team’s effectiveness, determines problem solving strategies for the organisation, embeds innovation in everything they do, identify learning needs for the organisation and propose learning strategy, evaluate future tasks and decide technology needs, critically evaluate information in highly specialised written texts, propose appropriate mathematical strategy in highly complex workplace tasks.

DIRECTORIAL

Tasks in the workplace would include:

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• • • • • • • • • • • • • • •

• •

own client projects and/or events and ensure the quality of work meets the clients’ objectives in the most effective manner; grow and own relationships with the client and external publics; develop and grow each client’s account (financially) both within the current program and beyond; develop strong knowledge and understanding of the local and international public relations and marketing industries and communicate this knowledge internally and with clients; develop strategies to handle complex issues, review and coach others; manage team members including time management/ effectiveness, motivation, overall productivity and morale; set and monitor the achievement of high performance benchmarks and a positive and proactive attitude; develop and implement several team member’s career plans within the company, facilitated via regular meetings, internal and external training opportunities and half-yearly performance reviews; ensure all team members implement personnel policies and procedures that conform to current laws and regulations; assist in sourcing and recruiting new staff members where required; present strong leadership quality to all staff, moving towards the achievement of the organisation’s philosophy, mission, strategy, and its performance benchmarks and objectives; prepare for and participate in management meetings and weekly company WIP meetings. assist in setting and forecasting monthly billing KPIs and team capacity; assist in the promotion of the business via public relations, advertising, networking, industry associations and awards etc.; own a section of the generation, development and securing of new business relationships for the business including identifying targets and setting up new business credentials meetings, attending briefing meetings, translate the brief internally and lead all internal brainstorming sessions; develop and present or pitch strategic and creative public relations programs and, ultimately, secure new business; develop accurate client budgets, timelines and miscellaneous program requirements; approve, and distribute monthly invoices.

The average salary range* is between $80,000 and $140,000 in agency and from $120,000 to $170,000 in-house. The indicative experience is between eight and twelve years. *Salaries are based on the industry standards in 2014

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Executive Leadership Stage The highest stage of the Framework refers to the spectrum from Group Account Director to Managing Director in agency and Communication Manager to Chief Communication Officer in-house. Executive leaders apply knowledge and skills to demonstrate autonomy, authoritative judgement, adaptability and responsibility as an expert and leading practitioner. EXECUTIVE LEADERSHIP

TYPICAL POSITIONS

AQF LEVEL 10


KNOWLEDGE

Advanced and integrated knowledge of: agency/organisation; communication/marketing/research/ polling/digital design/human resource/ business industries and sectors; industry; communication theories; Australian politics, society and media; communication practices; clients and customers; sector; business governance, and management stakeholder and partner dynamics; and ethical practice and social responsibility.

SKILLS

Plan and write highly complex texts, plan and present highly complex presentations, handle highly complex negotiations, manage highly complex client engagement, demonstrate highly complex creativity, lead crisis management team, lead highly complex media relations activity, lead complex audience insights activity, own and direct the development of complex communication plans, ensure best practice communication measurement and evaluation practices are applied, set SMART business development targets, make all financial management decisions, and influence stakeholders.


Uses sophisticated verbal and non-verbal communication strategies for highly complex workplace negotiation, define core structure and function of organisation, determines problem solving strategies for the organisation, reshapes organisations current and future thinking, identify learning needs for the organisation and propose learning strategy, evaluate future tasks and decide technology needs, critically evaluate information in highly specialised written texts, extract and analyse mathematical information that may be highly embedded in a broad range of highly complex workplace tasks.

Responsibilities for these roles vary, but would include elements of:

Team Leadership and Human Resource Management • • •

manage all staff members including time management/ effectiveness, motivation, overall productivity and morale; demonstrate and implement high performance benchmarks and a positive and proactive attitude; ensure each team member’s career growth plan within the company is developed and progressed, facilitated via regular meetings with their direct manager, sourcing internal and external training opportunities and owning their annual salary reviews;

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• • • • •

design and develop authorised personnel policies and procedures that conform to current laws and regulations; source and recruit all new staff members where required; terminate non-performing or redundant staff members where required; present strong leadership quality to all team members moving towards the achievement of the organisation’s philosophy, mission, strategy, and its performance benchmarks and objectives. Prepare for and participate in weekly company WIP meetings; have thorough understanding and participated in executive management business and governance decisions.

Clients and Services • manage the development and overall implementation of successful and progressive public relations and communication strategies for clients that achieve results including, but not limited to, the implementation (and/or management of the implementation) of media relations, event management, joint venture partnership, sponsorship and all promotional and marketing requirements; • oversee all client management including the development and growth of each client both within the current program and beyond, including year-on-year or program-on-program; and • maintain strong knowledge and understanding of the local and international public relations and marketing industries and communicate this knowledge internally and with clients. Business Management and Development • commercially manage the business at a highly productive and profitable level including achieving set and forecasted monthly billing KPIs; • be responsible for the promotion of the business via public relations, advertising, networking, industry associations and awards etc.; • drive the generation, development and securing of new business relationships for the business, including: proactively identify, contact and negotiate interest in public relations activities with prospective new clients; receive a brief, ask the right questions, in turn, understand objectives, and translate this internally; • manage all internal brainstorming sessions; develop and present or pitch strategic and creative public relations and communication; ultimately secure or support business growth; attend, drive and lead all business meetings; • forecast financials, ensuring that all teams billing KPIs and capacity are achieved each month; • develop budgets, timelines and miscellaneous program requirements, approve, and manage monthly accounts and acquittals. The average salary range* is between $180,000 and $250,000 in agency and from $170,000 to more than $250,000 in-house. The level of experience required varies from eight to twenty years. *Salaries are based on the industry standards in 2014

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Remuneration and Recognition Remuneration Salary ranges detailed in the attached table are representative of blended averages taking into account state and regional variations, sector/industry variations and variations of organisational size. The salary ranges detailed in the table represent both the most common positional/hierarchal structures of consultancies and client-side communication departments as well as AQF competency level gradings, and are contrasted with typical years of experience per level. Data has been sourced from the PRIA Annual Benchmarking survey together with industry insight and placement data from sources including Roxburgh Group and Capstone Hill Search.

Recognition Additional benefits and recognition outside of typical salary structures tend to vary based on a number of factors, primarily though size of organisation and seniority of role are the key factors impacting these variations. Senior in-house practitioners tend to have a stronger leaning towards financially linked benefits, such as share options, bonus schemes, insurances etc., comparative to junior to mid-senior level on the consultancy side. These tend to have a stronger leaning towards non-financial recognition such as, further education, flexible working conditions, additional leave, personal rewards and pampering etc. Despite the popularity of non-financial rewards within agency, bonus and profit sharing benefits still remain in demand. The structures of these schemes tend to be particularly diverse, but what is common is the general expectation among practitioners both in agency and client side to have some degree of remuneration linked to performance. Typical benefits include: • • • • • •

Further education and training; Allowances (car, phone, parking, gym, social, education, laptop, insurances); Incentives (typically performance based, bonuses and profit share); Additional leave and flexible working arrangements; Ownership (share options, equity stakes); and Personal rewards (pampering, gym memberships).

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Agency Years of experience 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20+

Competency level AQF L5/6 TECHNICIAN AQF L7 EMERGING PRACTITIONER AQF L8 MANAGERIAL AQF L9 DIRECTORIAL

AQF L10 EXECUTIVE LEADERSHIP

Title

Typical Salary Range

Average Salary

Intern / Account Coordinator

$38k - $60k

$41k

Account Executive / Senior Account Executive

$38k - $65k / $44k - $70k

$48k / $58k

Account Manager

$58k - $80k

$71k

Senior Account Manager

$65k – $90k

$86k

Account Director

$90k - $140k

$110k

Group Account Director

$115k - $180k

$140k

General Manager / Managing Director / Senior Executive (Large Agency)

$180k - $350k

$160k

In-house Years of experience 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20+

Competency level

Title

Typical Salary Range

PR / Comm Coordinator

$40k - $47k

PR / Comm Executive

$47k - $75k

AQF L8 MANAGERIAL

PR / Comm Senior Executive

$65k - $170k

AQF L9 DIRECTORIAL

PR / Comm Manager

$120k - $170k

AQF L10 EXECUTIVE LEADERSHIP

Communication Director / Head of / Chief Communication Director

$175k +

AQF L5/6 TECHNICIAN AQF L7 EMERGING PRACTITIONER

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How to use the Professional Framework (Employer) Structure current roles and responsibilities across the agency/communication team You need a team that has a specific set of skills and competencies. You would like the team to be stronger in particular skills so you can differentiate your services to clients and/or deliver on the organisation’s specific business needs. Start by aligning each communication role in the team with a competency level in the Framework and select an appropriate job title. By doing so, you have immediately linked that role with an industryconsistent set of required skills, knowledge and aptitude criteria (that is also aligned to the Commonwealth’s AQF) i.e. you now have a detailed profile of your ideal candidate for that role. By doing this for each team member, you are automatically setting up a team with the right skills and competencies for the job. For non-communication roles in your team or agency (e.g. graphic designers, web developers, creative’s, production, accountants etc.) you will need to consult with each of their professional industry bodies to see if they have an equivalent Framework.

Write accurate position descriptions in line with the appropriate competency level You need to write a job description for a new or existing communication role in your team. Use the knowledge, skills and aptitude requirements from the appropriate competency level in the Framework to provide the detail of the position description. By using the Framework you are effectively aligning that position with every other similar role across the industry (which will make it easier for candidates with the right experience to apply and for recruiters to prepare a relevant shortlist). It also makes it easier for you to screen the resumes against a fixed list of competencies and objectively rank the candidates.

Use the Framework to design professional development plans You need to prepare annual professional development plans for your direct reports. Based on their last performance review, make a list of their weakest knowledge, skills and aptitudes (or their areas for improvement). Compare these to your position description (or the next AQF Level in the Framework) to decide what skills are needed for that individual to progress to the next competency level. You can then make a list of the priority training outcomes the individual needs to complete over the next 12 months. These become their personalised professional development plan. Professional development plans are one of the most undervalued tools in the ever-challenging competition for the best talent in the communication industry. The 2014 RCG Benchmarking study found that investment in skills development was the number one reason for staff staying in their current

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workplace. Failure to invest in development (or adequately outline that development investment in a plan) was the number one reason given for staff leaving their current job.

Complete future staff planning using the Framework You need to conduct longer term (1-5 years) staff planning for the team/organisation/agency. Review the current competency levels of the team (compare them to the Framework). List the organisation/agency’s business objectives over the next five years (from its business plan). List the competencies required to achieve those objectives over the next five years. For the existing staff, create individual career plans. By understanding the individual’s strengths and weaknesses, addressing the weakness with a solid professional development plan and having an honest conversation with them about their career ambitions, you can design a 5-10 year career path that maximises the individual’s tenure with the organisation and helps you plan your staffing in the medium term while helping them achieve their personal goals. The Framework sets out the skills required for an individual to progress from AQF Level 5 through to 10 or from intern to managing director or from PR coordinator to Communication Director. It lists the knowledge, skills and aptitude required for someone to progress to the next level. Once you have prepared the individual career plans, you can combine them to reveal the competency gaps your team will face over the next five years. As part of your staff planning, you can make an informed decision to either redirect training for key individuals to cover those gaps or hire new staff that have those competencies. Individual career plans are the building blocks of successful staff (and succession) planning in any organisation. While we often think of the most senior roles for succession planning, knowing what skills your next hire needs to have or knowing which staff member has the ability to step up into that senior role, greatly improves a resilient succession plan. By combining the whole team’s set of career plans, Executive Directors can accurately plan for every role at every level, well into the next decade.

Important alignment considerations Job ads When filling any role the first step is to determine the competencies required in that particular team. Review these competencies against the Framework. It is possible that the competencies required for the role may overlap two roles. In that case, the role to be filled should be the one that matches the most competencies required. After choosing the correct level at which to advertise the role (e.g. Account Manager, Account Director etc.), organisations should then draft the advertisement including the key competencies in descending order of importance. It is not necessary to include every single competency in the job advertisement. Rather, organisations should include the essential competencies and some desirable competencies. Include the salary range for this role. This helps candidates identify whether this job is attractive for them and can illustrate the level of expectation for the role.

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Competency based marketing claims (website, pitches, marketing collateral) From January 1, 2016, making false or misleading claims about the competencies of the agency publicly via the web, in pitches or via any marketing materials, could result in fines or court action from the ACCC and/or expulsion from the PRIA.

How to use the Professional Framework (Employee) Establish your current competency level The best communication professionals know their strengths and weaknesses intimately. Use the Framework to determine your current competency level against each knowledge, skill and aptitude criteria (if you have completed training in any of the non-core competencies, list them down too). You’ll come up with a AQF Level number. That gives you a starting point in your future professional and career development as you can see what knowledge, skills and aptitudes you need to advance to the next competency Level (and the next and the next etc.) These Levels are now recognised industry-wide.

Have your own career plan Knowing your current competency level is one thing. Knowing what competencies you will need for your ultimate job in 10 or 15 years time is another. Having a personal career plan allows you to do that. This Framework sets out every competency you will need to attain for advancement to the next AQF Level, between your current AQF Level and your ideal job. By listing those competencies and setting them out in a realistic timeframe, you will be able to plan each year’s training and development requirements to achieve your goal. Don’t forget, it will no longer be sufficient to just complete a Communication degree or Certificate course and work in the industry to remain competent. You will need to complete ongoing Continuing Professional Development training to requalify each year for PRIA membership, and to keep your skills and expertise current. By linking this requirement in with your career plan you can achieve two goals with the same training.

Prepare your own development plan Your development plan will come from your career plan. Primarily, an annual development plan is a list of development needs designed to improve one of your weaker skills (or give you a new skill) through competency-based short course training or longer term development tasks. Make a list of the skills you need this year. Match this to the next Level in the Framework (the Framework provides you with a list of the skills and aptitudes required at each AQF Level). These are in turn, matched to the learning outcomes in competencybased communication/PR training courses which you can find listed at www.training.gov.au. A list of industry-approved registered training providers who can deliver this training for you will be made available on the PRIA’s website later this year.

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Once complete, use the annual development plan to have a discussion with your manager on the time and money available for your development and when the courses can be completed (subject to workload).

Important considerations Talk with your employer about your development needs Don’t wait for your annual or half-yearly performance review to discuss your professional development needs. If you feel that your development needs are not being met, set up a time to speak with your line manager (or next most appropriate person in the organisation) and discuss your expectations. There may be a very good reason why planned development training hasn’t progressed, more time may need to be set aside from a heavy workload or maybe your development expectations may be too bold. The best outcome from this conversation is a mutual understanding of your development needs and a confirmed timeframe for future development activity. Don’t fear a career plan conversation Having a career plan does not lock you into a five or ten year career straitjacket and shouldn’t be feared as a career limiting conversation with your employer. A career plan is vital to help you think about what you want to accomplish in your career (key highlights) and what your ultimate job might be ten or 15 years from now. By using this Framework, you have all the information you need to chart your personal development stepping stones to get to that ultimate job. But life doesn’t occur in a vacuum. Having an honest conversation with your employer about your future career ambitions is more likely to deliver win/win outcomes than if you keep your career aspirations hidden. Good employers realise that their best staff won’t work for them forever but they would like to know exactly how long they will be around. With that knowledge, the employer can effectively plan its staff and skill requirements well into the medium term while at the same time they can allocate the time and money for you to complete the training and development for each of your stepping stones. Who knows, by having such a beneficial agreement you might agree to stay an extra 5 years.

You are entitled to a fair wage One of the most important reasons for the AQF being established (and for the PRIA to align the communication industry with it) was to align competency (in communication) with a fair remuneration scale. The pay scales for each communication competency level are listed in this Framework. If your pay is significantly below the wage range for your current competency level, you are not being paid a fair wage. Talk to your employer about it. A pay rise may not be immediately possible but steps can be put in place to re-align your pay to the right level over an agreed time period. If your employer is unwilling to do this, advise the PRIA and seek legal advice as you may be entitled to lodge a complaint to Fair Work Australia (or look for an employer who will pay you a fair wage). Employers unwilling to pay fair rates to employees in the communication industry breach the PRIA’s Code of Ethics (Item 1) and will be subject to severe disciplinary action if claims are proven.

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Resources The Working Group would like to acknowledge and thank the organisations and researchers for their contributions to the development of the Professional Framework. Australian Qualifications Council. (2013). Australian Qualifications Framework. The Office of the Australian Qualifications Framework, Adelaide. Brunton, M. A. & Jeffrey, L.M. (2010). Using the critical incident technique for triangulation and elaboration of communication management competencies. Journal of Vocational Education & Training, School of Communication, Journalism and Marketing, Massey University, Auckland, New Zealand. Career Mapping. (2014). Recognition PR, Sydney. Core Competencies for Professional Credentials in Public Relations/Communication. The Global Alliance for Public Relations and Communication Management, October 15, 2007. Edelman Job Families. (2014). Edelman Public Relations, Sydney. Essential Skills for Agency Staff. (2014). The Roxburgh Group, Sydney. Example Position Descriptions. (2014). Capstone Hill Search Limited, Sydney. Example Position Descriptions. (2014). Recognition PR, Sydney. Jeffrey, L.M. & Brunton, M. A. (2011). Developing a framework for communication management competencies. Journal of Vocational Education & Training, Massey University, Auckland, New Zealand. National Education Committee. (2013). PRIA Educational Framework. Public Relations Institute of Australia, Sydney. PPR Consulting Staff Competencies. (2014). Human Resources, Professional Public Relations, Sydney. Questions and Answers, IABC Certification Program. (2013). International Association of Business Communicators, San Francisco, USA. RCG Benchmark Salary Data. (2013 and 2014). Registered Consultancies Group, PRIA. Galaxy Research, Sydney.

Downloadable Resources Australian Qualifications Framework http://www.aqf.edu.au/ IABC Certification Program, Questions & Answers http://www.iabc.com/abc/pdf/CertificationQA12-17-13-Final.pdf PRIA Educational Framework http://www.pria.com.au/documents/item/6326 Core Competencies for Professional Credentials in Public Relations/Communication http://www.globalalliancepr.usi.ch/website/sites/default/files/nolie/Download/Appendix2-Credentialsmatrix-consultation-.final.oct.pdf

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