Market U

Imagine if your CEO called you in to tell you that as part of their cost cutting strategy, the corporate communications team was viewed by the business as only ‘secondary value’ and therefore would have to be cut? During these tough economic times, if not the entire department, many communications teams are being cut in size. Given that the communications function is largely responsible for the proactive management of an organisations reputation, this reaction by management demonstrates a genuine lack of understanding regarding the role and value of the function. Is this a familiar scenario?

A recent study conducted by the Australian Institute of Management on ‘Business Performance and Priorities in the Downturn’ reported that, “32% of large company respondents said their organisations were looking at downsizing and retrenchments”.

For the corporate communications function to be of value to any public or private sector organisation, it is essential that the function’s strategy is well aligned to the company’s mission. When there is a direct relationship between an organisation’s mission, and how the company is perceived by stakeholders, it is much easier as practitioners to measure and communicate the value of the function to your executive and Board. These outcomes will directly impact on the performance of the business.

During these tough economic times, it is obvious which organisations have failed to align their communications function with their mission or organisational strategy. Signs have included inconsistency of messaging both internally and externally, lack of staff engagement, poor shareholder/customer confidence and ultimately a fall in share price. Both lack of internal engagement in the company’s direction and confusion of this message to the external market can also create a costly confusion in the external media environment.

Clearly, one of your keys to success as a practitioner and in retaining your role is to ensure your activities are clearly understood and valued by the business. You can demonstrate ‘value’ through clear measurement of your activities in your role to deliver on the organisation’s strategy. This will reflect through improved internal staff engagement survey results and through external reputation measures. Those organisations that are able to achieve this alignment and demonstrate value, will more than likely survive, and thrive on the executive scrutiny.
A second question you may now be asking is, “what can I do to ensure I am best positioned to retain my role as part of the team”?

Over the past ten years those communicators with a depth of experience within a certain specialisation, were in significant demand. During that time client organisations were investing huge sums of money to import practitioners from all over the world who had the demonstrated skills and experience in managing specific projects. For example, internal communications, merger and acquisition communications, change communications, crises/issues communications.

Since the onset of the global financial crises, in general, organisational structures have been down-sized and refined to form leaner frameworks to keep them functioning at a minimum cost. This change has driven the need to secure communicators who can deliver greater value for money by covering broader areas within the discipline, rather than a narrow specialisation.

Those practitioners who have demonstrated an ability to take a ‘solutions focus’ to problem solving are in most demand, and have a greater chance to retain their role. In general the majority of communicators who have been made redundant tend to sit in the middle to senior management space, and have not had or demonstrated a working history across all aspects of communications, internal and external. Organisations are now also demanding greater flexibility from their people. So one minute we can be expected to be working at a very tactical level and the next at a highly strategic level i.e. from writing press releases to presenting at Board level.

What if you have these skills but still don’t seem to be recognised as a valued member of your team?

The first step in becoming an accountable communications leader is to decide, that you will be respected by your peers and executive team. This may involve you broadening your behaviours and attitudes in the workplace, and getting more involved in broader business related activities.

All too often communicators position themselves as ‘service providers’ to organisational departments. Unfortunately this approach will only position you as an ‘order taker’, rather than a ‘decision maker’ or a valued ‘reputational leader’. ‘Order takers’ are replaceable, ‘decision makers’ and ‘reputational leaders’ are highly valued and not easily replaceable.
Next, you will need to change your attitude and behaviours to align yourself to your new role. This will require ‘leadership’ surrounding critical reputational business related issues, and the exchange of solutions using language commonly used by the business to solve problems. You will ‘earn a seat at the table’ when you are viewed as a high level contributor.

Profile building can also be achieved through networking at company and industry related events and by providing your thoughtful views on topics of critical company concern.

In summary, the key to you retaining your function and role is dependent on your ability to ensure alignment between your organisation’s mission and strategy, and the corporate communications plan. Demonstrate flexibility and an ability to work across both internal and external audiences, and take an interest in the critical business issues that affect other areas of the business.

Anna Whitlam (annaw@marketu.com.au) is Chief Executive Officer of Market U Pty Ltd, a global executive recruitment and search consultancy specialising in corporate affairs, communications and marketing. She is also a Managing Direcrtor and Partner of WDScott People, a global management consulting firm which as part of its remit advises on best practice organisational structure and design. – www.marketu.com.au / www.wdscott.com
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If you would like to know more on this topic, please join in on our Blog discussion via http://www.marketu.x.iabc.com OR email me at annaw@marketu.com.au to get a copy of my checklist/tips on “retaining your role and positioning yourself as a valued member of the communications function”.

Are we in a recession when it comes to recruitment?

If we were to determine the answer to this question on numbers alone then the answer is an unequivocal YES. By any of the generally accepted metrics, published or otherwise the recruitment marketplace mirrors the state of the economy as a whole.

Does that make it ALL doom and gloom?

Is there another way to look at the market and if so, how might this impact on YOU as an employee (NOT necessarily just job hunters) when it comes to presenting and positioning yourself to the market.

In my opinion and thankfully I am not alone on this, the enlightened view of the market is one of opportunity. Those who share this view recognise that when the GFC fades into the background – as it surely will, the skills shortage experienced in the prior 2-3 years will be as acute as ever before.

This represents a potential threat to companies’ abilities to capitalise on the upswing within the economy. As a result now is the time to RESTRUCTURE – WEED OUT – UPGRADE and this is good news for those genuinely talented and skilled within the marketing function...conversely not so good for those who are not!

A lot of the very best people are being retained – though certain exceptions to this are occurring, particularly within organisations where marketing is not recognised for the full value it adds and in areas such as sponsorship where spend would be seen as inappropriate in the face of large scale retrenchments . These high calibre people are in demand even now. The next tier down may find increasing numbers of opportunities for sideways moves in order to bolster their long term potential. Finally those who fail to live up to the mark will be spat out.

So...using a very old –fashioned marketing model, the four P’s, you will see how, as career marketers, you can best affect a route out of retrenchment or if you are comfortable where you are, you can capitalise on the underlying skills shortage both now and for the longer term.

As marketers you spend your lives doing this exercise for boxes of cereal, toilet rolls, mortgages, beer...you name it BUT how often do you apply the same rigour that you apply to your products and services when it comes to marketing yourself?

PRODUCT

Is it a case of simply pushing what you are into the market – or is there a way to create a demand and put yourself at the centre of a pull strategy.

• Analyse your core functional competencies and experiences
  • Gap analysis
  • Options to plug gaps or bolt on “extras” via courses, projects, secondments etc
• Analyse yourself
  • What do you really bring to the table at a personal level?
  • What motivates you?
  • What are your core values?
  • How do you like to be managed?
• Evaluate what benefit you are to a potential employer
  • What benefit is the whole you worth?
  • Take cues from ads, careers pages on websites
  • Research your target to understand their key drivers and how you can meet them

PACKAGING

Now you know your product inside out and a little more about your “consumer” how are you going to communicate all the features and benefits?:

• CV – arguably the most important part of the “packaging process” and frequently the one so dreadfully neglected. Writing a good CV is an article in itself. However there are certain principles you should bear in mind that shape what goes on the page:
  
  • Think about who is receiving it and what they are looking for – One size DOES NOT FIT ALL
  • Your CV acts as an invitation for the employer to meet you not a boring list of everything you have ever done
  • Leave them wanting more?
• Website – if your work lends itself to it, create a website to showcase your talent in a more stimulating way than a CV ever could
• Blog – not the kind that discusses the merits or otherwise of the Kings of Leon but one that demonstrates a zeal for greater understanding and the pursuit of performance improvement within your professional world.

A word of caution – online offers a whole host of additional communication opportunities but don’t overdo it...LESS is MORE. Also make sure there is nothing detrimental or defamatory about you online (e.g. on Facebook), as employers do snoop around to get the “off the record” view.

PRICE

• Now is not the time to be looking for huge pay increases – even if you are underpaid. If your key motivator for moving is money, wait!
• Be clear in your own mind why you want this job and where is your line in the sand to get it
• Do your homework; check other ads, talk to colleagues, talk to recruitment professionals
• Be realistic and be prepared to justify your demands.

PLACE

How do you find that elusive dream job?

• Direct – in the current marketplace cost cutting is forcing lots of companies to handle recruitment on a DIY basis. There were more marketing jobs advertised directly on seek in Feb 09 than Feb 08. So be proactive. Also consider:
  • CV boards
  • Corporate websites
  • Speculative approaches
• Recruitment Consultants – there is a lot of choice, but with a little research you can narrow it down pretty quickly. Be selective. If you have a BMW you wouldn’t get it serviced by Bodge-it and Scarper at the end of the road! You should never need more than three but the three you choose should complement each other.
• Networking
  • Industry events
  • Trade shows
  • Online sites like LinkedIn
  • Former colleagues – stay in touch
• PR
  • If you are doing good work get it out there in the press, online, blog about it etc
  • Talk to industry publications
  • Avoid anonymous quoting – even bad news stories are an opportunity to get your name out into the public domain
    .

So...having done all that , you are home and dry, right? Wrong. This is just the start. All we have considered so far is the first step. There are other facets within the recruitment process that should not be overlooked.

• CV writing/presentation (referred to above)
• Tailoring applications
• Pre-interview research
• Interview coaching
• Offer negotiation
• Medium-long term goal setting.

A good recruitment consultant or professional mentor should be assisting you with all these as a matter of course.

CONCLUSION

Is the market tough? Yes but it is not impossible. Can you still proactively manage your career? Yes by:

• following the pointers above
• thinking and acting as marketing professionals and
• planning for the medium and long termli>

What we are currently experiencing is like a pothole on the freeway...sure, it’s momentarily uncomfortable but it will rarely bring an end to your journey.

For further information, please contact:
Andrew Rouse | Marketing Practice, Lead Consultant
http://www.linkedin.com/in/andrewrouse
Market U | corporate affairs, communications & marketing executives
Level 14, 74 Castlereagh Street, Sydney 2000
T + 61 2 9235 2224| F + 61 2 9235 2227 | M + 61 (0)439 242 011
www.marketu.com.au

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Insights from Senior Australia Marketers and 33 years of Literature.

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