The value of accreditation: IABC members cite greater recognition, career opportunities, earning potential

Communication World, Sept-Oct, 2007 by Mary Ann McCauley

Many communication professionals question the need for accreditation, arguing that prior study and experience are sufficient, and citing time pressures and monetary considerations as reasons for postponing or skipping the process. At the same time, many acknowledge that accreditation brings peer group recognition, buys credibility for both the practitioner and the profession itself, and can lead to promotion and higher compensation. Earlier this year, the IABC accreditation council conducted a survey to learn more about why communicators become accredited and the value it brings them. The research also identified ways in which to enhance the accreditation process and encourage more members to become accredited.

The survey was sent to all 787 accredited members and a random sample of 1,000 non-accredited members.

More than 80 percent of both groups said that the desire to become accredited was linked to their wish to enhance their professional image. They also agreed that being accredited would improve career opportunities and increase their earning potential.

About 50 percent of the accredited group believed that accreditation is a means to improve one's knowledge and skills. Nearly 59 percent stated that becoming accredited demonstrated their commitment to the profession. Accredited members we spoke with corroborated these findings by telling us that part of their motivation to pursue accreditation was to measure their skills and talents against a global standard.

The accredited group felt they received real benefits from undergoing the process:

* Greater professional recognition: 74.9 percent

* Peer group recognition: 70.4 percent

* Increased learning and development: 44.7 percent

* Improved career opportunities: 41.7 percent

* Advancement: 24.6 percent

* Higher remuneration: 24.1 percent

* Other: 24.1 percent

Diane Mitchell, ABC, senior manager of communications and marketing for Battle Management Systems, General Dynamics, in Phoenix, Arizona, said that she pursued accreditation to keep her skills up to date. "I wanted to separate myself by demonstrating that I meet a global standard," she said.

Chris Shauf, ABC, manager of interactive communications for the Government of Saskatchewan's Executive Council in Regina, told us that part of her desire to become accredited stemmed from her work environment at the time she underwent the process, where there was strong support and encouragement for accreditation. Shauf previously worked at Farm Credit Canada, which has an internal accreditation completion program, created and managed by Claire Watson, ABC, master communication strategist. "I don't think many communicators realize the value in having a network of supporters who care that you succeed and who sit you down to tell you that you are ready for accreditation," said Shauf.

Janis Wallace, ABC, media relations officer at University of Western Ontario in London, Ontario, added a different perspective to the value of becoming accredited--as a show of commitment to IABC.

"I am so glad I took the challenge, because it focused me on what we do as communicators, why it is important and where I can improve," said Wallace. "It also demonstrated again the value of IABC to me. I value my connections, the opportunities and information IABC offers, and the accreditation process was a huge example of all the organization does for its members."

--Mary Ann McCauley, ABC

Get your ABC

October is Accreditation Month. Submit your accreditation application and fee in October to enter a drawing for one regular registration to IABC's 2008 International Conference in New York City and other great prizes. For details, visit www .iabc.com/abc.

new iabc planning guide based on baldrige framework

Core Communication: A Guide to Organizational Assessment, Planning and Improvement, the newest publication from the IABC Knowledge Centre, provides an integrated approach to assessment, planning and improvement, drawing on the framework of the Malcolm Baldrige Program of the National Institute of Standards and Technology. This guide aims to provide a synthesis of the perspective and language of this robust framework as applied to communication organizations, The approach stresses the importance of organizational leadership, effectiveness, assessment, strategic planning and outcomes measurement.

Learn more and order online at www.iabc.com/knowledge.>

COPYRIGHT 2007 International Association of Business Communicators

COPYRIGHT 2008 Gale, Cengage Learning