This Artificial Intelligence (AI) and Big Data Readiness Report
provides an analysis of a global survey of public relations
practitioners and academics and video/written evidence from
senior practitioners concerning the profession’s knowledge,
skills, adoption of and attitudes towards AI, and to a lesser
extent, Big Data. Its aim is to provide an overview of current AI
understanding and preparedness, but most importantly, provide
pointers to how the profession should equip itself to exploit the
potential and guard against the possible dangers of AI.
A report on diversity within the UK PR industry.
This research study aims to:
• Create better understanding of the issues and barriers faced by different socio-economic
groups and understand what prevents underrepresented groups from engaging with public
relations
• Suggest potential and workable solutions for employers
• Propose initiatives to be led by professional bodies and other industry leaders
• Raise the issue of social mobility with individual practitioners
In this report, the Institute of Directors (IoD) has joined forces with the Chartered Institute of Public Relations (CIPR) to look at ways in which organisations can best employ public relations to ride market turbulence and ensure they are fit for the future.
You’ll find the results of our recent survey which showcases how UK directors see and use public relations. You’ll also find a raft of practical ways in which your business can utilise PR and each chapter has five top tips to get you started.
11 Stats You Didn’t Know About Employee RecognitionOfficevibe
Recognizing employees is one of the most overlooked facets of managements that even great leaders sometimes forget about. Without a good employee recognition strategy, people will feel unappreciated and build up stress.
In fact, the number 1 reason why most Americans leave their jobs is that they don’t feel appreciated . The last thing you want is to have high employee turnover because of poor employee recognition.
Officevibe put together some incredible statistics about employee recognition.
Read more on Officevibe blog:
https://www.officevibe.com/blog/employee-recognition-infographic
Learn more about Officevibe, the simplest tool for a greater workplace:
https://www.officevibe.com/
Follow us on Facebook:
https://www.facebook.com/officevibe
Asia Cloud Computing Association's Financial Services in the Cloud Report 202...accacloud
The Financial Services on the Cloud Report 2021, this time focused and translated specially for the Japanese market. For more information, do contact us at secretariat@asiacloudcomputing.org
20 Effective Interview Questions for Accounting and Finance ProfessionalsRobert Half
Conducting a successful interview relies on large part on asking the right questions. Read our list of 20 essential interview questions to use when hiring accounting and finance professionals. Get more hiring and management tips on the Robert Half Finance & Accounting blog at https://www.roberthalf.com/finance/blog.
A report on diversity within the UK PR industry.
This research study aims to:
• Create better understanding of the issues and barriers faced by different socio-economic
groups and understand what prevents underrepresented groups from engaging with public
relations
• Suggest potential and workable solutions for employers
• Propose initiatives to be led by professional bodies and other industry leaders
• Raise the issue of social mobility with individual practitioners
In this report, the Institute of Directors (IoD) has joined forces with the Chartered Institute of Public Relations (CIPR) to look at ways in which organisations can best employ public relations to ride market turbulence and ensure they are fit for the future.
You’ll find the results of our recent survey which showcases how UK directors see and use public relations. You’ll also find a raft of practical ways in which your business can utilise PR and each chapter has five top tips to get you started.
11 Stats You Didn’t Know About Employee RecognitionOfficevibe
Recognizing employees is one of the most overlooked facets of managements that even great leaders sometimes forget about. Without a good employee recognition strategy, people will feel unappreciated and build up stress.
In fact, the number 1 reason why most Americans leave their jobs is that they don’t feel appreciated . The last thing you want is to have high employee turnover because of poor employee recognition.
Officevibe put together some incredible statistics about employee recognition.
Read more on Officevibe blog:
https://www.officevibe.com/blog/employee-recognition-infographic
Learn more about Officevibe, the simplest tool for a greater workplace:
https://www.officevibe.com/
Follow us on Facebook:
https://www.facebook.com/officevibe
Asia Cloud Computing Association's Financial Services in the Cloud Report 202...accacloud
The Financial Services on the Cloud Report 2021, this time focused and translated specially for the Japanese market. For more information, do contact us at secretariat@asiacloudcomputing.org
20 Effective Interview Questions for Accounting and Finance ProfessionalsRobert Half
Conducting a successful interview relies on large part on asking the right questions. Read our list of 20 essential interview questions to use when hiring accounting and finance professionals. Get more hiring and management tips on the Robert Half Finance & Accounting blog at https://www.roberthalf.com/finance/blog.
BCG has launched its Telco Sustainability Index, designed to capture the four dimensions most relevant to a telco’s environmental strategy. The index tracks the company’s commitment to sustainability, its emissions intensity and that of its upstream and downstream partners, its elimination of waste, and its customer enablement.
How to Describe Yourself in an InterviewLucas Group
It’s almost always the first question: “How would you describe yourself?” You must know that this dreaded interview question is coming, and you have to be prepared to answer it well. Let us help you come up with the words to describe yourself in an interview.
Summary: Even in a time of high biopharma valuations, adopting an activist mentality adds rigor to capital allocation and strategic decision-making, improving not just returns to shareholders but long-term value creation. Therefore, biopharma management teams and boards of directors should proactively assess the “fitness” of their capital allocation strategies and their alignment with operational performance goals by taking an outsider’s view of the business even when times are good — and before a material stumble provides a compelling reason for an outsider to act. For more on this topic, go to http://www.ey.com/GL/en/Industries/Life-Sciences/EY-vital-signs-how-fit-is-your-capital-allocation-strategy.
10 Practical Ways to Be More Efficient at WorkWeekdone.com
Efficiency has always been an ongoing process that you will keep fine tuning for the rest of your life. However, when it comes down to being efficient at work, there are whole industries coming up with solutions. We at Weekdone gathered the 10 best ways to be more efficient at work that we believe to be simple, practical and proven to make you more efficient at work.
Communicating the Strategic Plan PPT.pptxErwinGaspar5
Strat Plan
According to Khalid (2020), strategic planning in an educational organization is sometimes views as an ivory tower exercise. While the top management discusses crucial issues impacting the future of the organization, some employees might feel being disconnected. This inability to effectively communicate strategic plans for aligning all employees' actions is a fundamental reason for an organization to lose control during the implementation of many otherwise excellent strategic plans. Difficulties with maintaining effective communication on strategy may include a high need for cross-functional communication across varying levels in the organization; significant time gaps between strategic planning sessions; absence of accountability and planning for communication; and reluctance to share information.
When handled correctly, communications can assist in strategic planning instead of hindering the progress. Some of the tips for effective strategic planning communications include developing a communication plan with clear accountability; and defining and selecting appropriate communication policies. It is the strategic planning team who is responsible and accountable for decisions on communication within the team and across the organization, including the external stakeholders. They often consist the top management and the board members as well as the senior management. In addition, other members of the organization who may be affected directly or indirectly should be informed and have their expectations managed.
Furthermore, a clearly articulated communication policy would guide the organization and its employees in selecting an appropriate approach to communication. The policy might vary widely depending on a particular company's needs. For instance, the strategic planning team may have a policy of communicating on a need-to-know basis. They may also take an approach that greater transparency is useful in motivating employees. Well-informed employees can contribute better. Free flow of information is likely to improve alignment and teamwork. If more communication is considered desirable, then the strategic planning team should be willing to invest in better communication frameworks and platforms.
The rest paper of the focuses on communicating the strategic plan effectively and successfully. Topics on writing the strategic plan, formatting the plan, communication strategy in 13 steps, planning for resistance, the outgoing message, and implementing the strategic plan are comprehensively discussed.
COMMUNICATING THE STRATEGIC PLAN
When implementing a strategic plan, there is one thing some organizations tend to forget.
No matter how good the strategy is, it will not work if the employees do not know how to align with it, or worse, if they simply do not know about it. The internal communication strategy can therefore truly make or break organization’s efforts.
The aim of this media training is to provide participants with the knowledge and practice of media interviews and other work with journalists.
These materials come from our 1-day media training workshops that we organise in Brussels and across Europe.
The content includes:
How to ensure understanding of how the media works particularly in Brussels
How to build the ability of managers and spokespeople to communicate confidently when communicating with the media
How to prepare for all types of media interview (policy related, issues or crisis related)
Communicate messages effectively
Make the best impression and feel comfortable in front of journalists
Deal with contentious, sensitive issues and keep interviews focused
Manage difficult questions under pressure
EY Price Point: global oil and gas market outlook, Q2 | April 2022EY
The theme for this quarter is rearrangement. The loss, or potential loss, of Russian oil and gas supplies is forcing producers, refiners and traders to rethink the flow of crude oil and refined products from the wellhead to the gas pump in light of sanctions, potential sanctions and the risk of reputational damage. Countries, companies and consumers will all be searching for ways to adapt, and the outcome of the race to bring alternatives to market could alter the global energy landscape for years to come.
It is likely crude oil and LNG prices will remain elevated for some time. The process of diverting Russian oil through countries unwilling to sanction it will take time and there is little indication OPEC members are willing (or able) to increase production to make up for the loss of Russian crude. Spare capacity sat at 3.7 mbpd at the end of 2021, just above where it was in January 2020. Currently, sanctioned Venezuelan and Iranian production (about 3 mbpd below their peak) could fill the gap, but political and commercial obstacles remain. At today’s prices, US shale production is attractive, but the fastest the industry has been able to grow is between 1mbpd and 2mbpd per year. The LNG infrastructure was already stretched before the war in Ukraine and there is little prosect of finding new supplies soon.
As the largest buyer of Russian energy, Europe will be the epicenter. There is a deeply embedded bias there in favor for renewable energy, and the current crisis is certain to result in an all-out effort to accelerate the build-out of wind and solar power. The capacity to add new green energy is limited though by the project pipeline and supply chains for solar panels and wind turbines, and it is likely that much of the shortfall will be made up with the new LNG infrastructure.
How do the people you admire the most choose to communicate? Words are powerful. Learn how to use them wisely with our latest SlideShare.
www.getsmarter.co.za
AI & DEI: With Great Opportunities Comes Great HR ResponsibilityAggregage
https://www.humanresourcestoday.com/frs/26184029/ai---dei--with-great-opportunities-comes-great-hr-responsibility
The promise of AI for today’s organizations is real, yet in a frenzied state of experimentation, many stumble to get to a full-scale enterprise. As companies race to discover what generative AI can do, HR must lead conversations about how to balance cutting-edge innovations with integrity, trust, and diversity. Globally, organizations are at a critical intersection of Diversity, Equity, Inclusion, and AI acceleration. We will explore how AI is rapidly transforming workplace dynamics and decision-making processes. The safety and protection of the workforce have never been more important and need to be co-led by HR to prevent biases and ensure fair and equitable representation in systems, hiring, and the workforce evolution.
We'll cover:
• The opportunities that AI presents and the responsibility of HR
• How to enhance diverse perspectives in use cases
• Increasing collaboration between AI Developers, HR, Legal and IT
The CIPR's Artificial Intelligence (AI) panel has published new research revealing the impact of technology, and specifically AI, on public relations practice. It predicts the impact on skills in the profession in the next five years.
BCG has launched its Telco Sustainability Index, designed to capture the four dimensions most relevant to a telco’s environmental strategy. The index tracks the company’s commitment to sustainability, its emissions intensity and that of its upstream and downstream partners, its elimination of waste, and its customer enablement.
How to Describe Yourself in an InterviewLucas Group
It’s almost always the first question: “How would you describe yourself?” You must know that this dreaded interview question is coming, and you have to be prepared to answer it well. Let us help you come up with the words to describe yourself in an interview.
Summary: Even in a time of high biopharma valuations, adopting an activist mentality adds rigor to capital allocation and strategic decision-making, improving not just returns to shareholders but long-term value creation. Therefore, biopharma management teams and boards of directors should proactively assess the “fitness” of their capital allocation strategies and their alignment with operational performance goals by taking an outsider’s view of the business even when times are good — and before a material stumble provides a compelling reason for an outsider to act. For more on this topic, go to http://www.ey.com/GL/en/Industries/Life-Sciences/EY-vital-signs-how-fit-is-your-capital-allocation-strategy.
10 Practical Ways to Be More Efficient at WorkWeekdone.com
Efficiency has always been an ongoing process that you will keep fine tuning for the rest of your life. However, when it comes down to being efficient at work, there are whole industries coming up with solutions. We at Weekdone gathered the 10 best ways to be more efficient at work that we believe to be simple, practical and proven to make you more efficient at work.
Communicating the Strategic Plan PPT.pptxErwinGaspar5
Strat Plan
According to Khalid (2020), strategic planning in an educational organization is sometimes views as an ivory tower exercise. While the top management discusses crucial issues impacting the future of the organization, some employees might feel being disconnected. This inability to effectively communicate strategic plans for aligning all employees' actions is a fundamental reason for an organization to lose control during the implementation of many otherwise excellent strategic plans. Difficulties with maintaining effective communication on strategy may include a high need for cross-functional communication across varying levels in the organization; significant time gaps between strategic planning sessions; absence of accountability and planning for communication; and reluctance to share information.
When handled correctly, communications can assist in strategic planning instead of hindering the progress. Some of the tips for effective strategic planning communications include developing a communication plan with clear accountability; and defining and selecting appropriate communication policies. It is the strategic planning team who is responsible and accountable for decisions on communication within the team and across the organization, including the external stakeholders. They often consist the top management and the board members as well as the senior management. In addition, other members of the organization who may be affected directly or indirectly should be informed and have their expectations managed.
Furthermore, a clearly articulated communication policy would guide the organization and its employees in selecting an appropriate approach to communication. The policy might vary widely depending on a particular company's needs. For instance, the strategic planning team may have a policy of communicating on a need-to-know basis. They may also take an approach that greater transparency is useful in motivating employees. Well-informed employees can contribute better. Free flow of information is likely to improve alignment and teamwork. If more communication is considered desirable, then the strategic planning team should be willing to invest in better communication frameworks and platforms.
The rest paper of the focuses on communicating the strategic plan effectively and successfully. Topics on writing the strategic plan, formatting the plan, communication strategy in 13 steps, planning for resistance, the outgoing message, and implementing the strategic plan are comprehensively discussed.
COMMUNICATING THE STRATEGIC PLAN
When implementing a strategic plan, there is one thing some organizations tend to forget.
No matter how good the strategy is, it will not work if the employees do not know how to align with it, or worse, if they simply do not know about it. The internal communication strategy can therefore truly make or break organization’s efforts.
The aim of this media training is to provide participants with the knowledge and practice of media interviews and other work with journalists.
These materials come from our 1-day media training workshops that we organise in Brussels and across Europe.
The content includes:
How to ensure understanding of how the media works particularly in Brussels
How to build the ability of managers and spokespeople to communicate confidently when communicating with the media
How to prepare for all types of media interview (policy related, issues or crisis related)
Communicate messages effectively
Make the best impression and feel comfortable in front of journalists
Deal with contentious, sensitive issues and keep interviews focused
Manage difficult questions under pressure
EY Price Point: global oil and gas market outlook, Q2 | April 2022EY
The theme for this quarter is rearrangement. The loss, or potential loss, of Russian oil and gas supplies is forcing producers, refiners and traders to rethink the flow of crude oil and refined products from the wellhead to the gas pump in light of sanctions, potential sanctions and the risk of reputational damage. Countries, companies and consumers will all be searching for ways to adapt, and the outcome of the race to bring alternatives to market could alter the global energy landscape for years to come.
It is likely crude oil and LNG prices will remain elevated for some time. The process of diverting Russian oil through countries unwilling to sanction it will take time and there is little indication OPEC members are willing (or able) to increase production to make up for the loss of Russian crude. Spare capacity sat at 3.7 mbpd at the end of 2021, just above where it was in January 2020. Currently, sanctioned Venezuelan and Iranian production (about 3 mbpd below their peak) could fill the gap, but political and commercial obstacles remain. At today’s prices, US shale production is attractive, but the fastest the industry has been able to grow is between 1mbpd and 2mbpd per year. The LNG infrastructure was already stretched before the war in Ukraine and there is little prosect of finding new supplies soon.
As the largest buyer of Russian energy, Europe will be the epicenter. There is a deeply embedded bias there in favor for renewable energy, and the current crisis is certain to result in an all-out effort to accelerate the build-out of wind and solar power. The capacity to add new green energy is limited though by the project pipeline and supply chains for solar panels and wind turbines, and it is likely that much of the shortfall will be made up with the new LNG infrastructure.
How do the people you admire the most choose to communicate? Words are powerful. Learn how to use them wisely with our latest SlideShare.
www.getsmarter.co.za
AI & DEI: With Great Opportunities Comes Great HR ResponsibilityAggregage
https://www.humanresourcestoday.com/frs/26184029/ai---dei--with-great-opportunities-comes-great-hr-responsibility
The promise of AI for today’s organizations is real, yet in a frenzied state of experimentation, many stumble to get to a full-scale enterprise. As companies race to discover what generative AI can do, HR must lead conversations about how to balance cutting-edge innovations with integrity, trust, and diversity. Globally, organizations are at a critical intersection of Diversity, Equity, Inclusion, and AI acceleration. We will explore how AI is rapidly transforming workplace dynamics and decision-making processes. The safety and protection of the workforce have never been more important and need to be co-led by HR to prevent biases and ensure fair and equitable representation in systems, hiring, and the workforce evolution.
We'll cover:
• The opportunities that AI presents and the responsibility of HR
• How to enhance diverse perspectives in use cases
• Increasing collaboration between AI Developers, HR, Legal and IT
The CIPR's Artificial Intelligence (AI) panel has published new research revealing the impact of technology, and specifically AI, on public relations practice. It predicts the impact on skills in the profession in the next five years.
Generative AI in Organizations: Insights and Strategies from Communication Le...Olivia Kresic
In “Generative AI in Organizations: Insights and Strategies from Communication Leaders,” the Institute for Public Relations (IPR) conducted interviews from November 2023 to January 2024 with 30 communication executives, chief communication officers (CCOs), agency CEOs, academics, and leaders to examine how generative AI is impacting their function and organization. This report specifically examines the role of AI tools like ChatGPT, Microsoft Copilot, DALL-E, and others, probing how they are shaping communication and marketing strategies.
Generative AI in Organizations: Insights and Strategies from Communication Le...Olivia Kresic
New! In, “Generative AI in Organizations: Insights and Strategies from Communication Leaders,” the Institute for Public Relations (IPR) conducted interviews from November 2023 to January 2024 with 30 communication executives, chief communication officers (CCOs), agency CEOs, academics, and leaders to examine how generative AI is impacting their function and organization. This report specifically examines the role of AI tools like ChatGPT, Microsoft Copilot, DALL-E, and others, probing how they are shaping communication and marketing strategies.
This guide is designed to support communicators in their own work and in their senior management advisory capacity. It outlines some key principles for ethical decision-making, provides practical advice on using the CIPR’s ethical decision-making tree and the Open Data Institute’s data ethics canvas through the use of real-life examples.
92 Journal of Computer Information Systems Fall 2014USING .docxevonnehoggarth79783
92 Journal of Computer Information Systems Fall 2014
USING SOCIAL TECHNOLOGIES
FOR COMPETITIVE ADVANTAGE:
IMPACT ON ORGANIZATIONS AND HIGHER EDUCATION
JERETTA HORN NORD JOANNA PALISZKIEWICZ ALEX KOOHANG
Oklahoma State University Warsaw University of Life Science Middle Georgia State College
Stillwater, OK Warsaw, Poland Macon, Georgia
ABSTRACT
The number of individuals engaging in social technologies
for both personal and business reasons is staggering. This
phenomenon is growing exponentially and fast becoming an
integrated, cross platform experience which will impact every
individual online. Social technologies used specifically by
organizations for business support, the purposes and the benefits
realized are addressed in this paper. Based on research results and
a review of related literature, two issues are addressed: 1) How
organizations can rethink their social strategy to gain competitive
advantage; and 2) How social technologies education should be
incorporated into the curriculum so students are prepared for life
beyond graduation.
Keywords: Social Technologies; Social Technology; Social
Media; Facebook; Twitter; LinkedIn; YouTube; Curriculum;
Education; Social Strategy, Organizations
INTRODUCTION
“When it comes to social tech, playtime is over. The changes
that will come because of these technologies will be far-
reaching, fast, and dramatic. Social tech is not just a few Internet
applications or platforms. It is a broad movement that already
includes hundreds of companies, each of which provides a unique
service.” [10] Klososky [10] categorizes social technology to
include social relevance, social media, and social networking.
Because this paper investigates social platforms and purposes
in which these platforms are used for business support, the term
social technology coined by Scott Klososky is adopted.
Social technology users have expanded from those who
were primarily high school and college aged students to every
generation with the greatest increase in new users in the 55-64
year age group experiencing a growth of 79 percent since 2012.
[4] “Social media is not an option — it is a must!” [11] The
numbers are staggering with over one billion plus active users on
Facebook, 500 million plus users on Twitter with an average of
400 million tweets being sent per day, 38 million total users on
LinkedIn and 1 billion unique monthly visitors on YouTube. [9]
Social technology sites are now translating into unparalleled
profits for businesses savvy enough to use social technologies
for customer service, increased awareness/exposure, gaining
new customers, marketing, and networking and professional
relationships. “Social technologies, theories, best practices and
strategy are still evolving, but there is one principle that remains
constant behind every PR, marketing and advertising campaign:
people persuading people.” [12] Google has joined the social
technologies frenzy as sites like F.
The Digital Talent Gap - Developing Skills for Today’s Digital OrganizationsCapgemini
The War for Talent Has Gone Digital.
The shortage of digital skills in the current marketplace is unprecedented. It is estimated that over 4.4 million IT jobs will be created around Big Data by 2015; however, only a third of these new jobs will be filled.
Martha Lane Fox, the UK’s digital inclusion champion, believes over 16 million people in the UK lack the basic digital skills to fully benefit from the Internet.
Even Millenials are a matter of concern. In a survey comprising over 800 middle to upper management executives from over 50 industries, nearly one in five Millenials in the modern workplace are perceived to be lacking in analytical skills.
Read to find out how your organization can bridge the digital skills gap.
AI Readiness: Five Areas Business Must Prepare for Success in Artificial Inte...Kaleido Insights
This research report from technology research firm, Kaleido Insights introduces a framework for organizational preparedness—not only of data and infrastructure, but of people, ethical, strategic and practical considerations needed to deploy effective and sustainable machine and deep learning programs. This research is the first to market to articulate the need for readiness beyond data and data science talent. Based on extensive research and interviews of more than 25 businesses involved in AI deployments, the report identifies and examines five fundamental areas businesses must prepare for sustainable AI. Download the full report: https://www.kaleidoinsights.com/order-reports/artificial-intelligence-ai-readiness/
What Are the Benefits of Taking an Artificial Intelligence Course?Chief AI Officer
Enrolling in an artificial intelligence (AI) course offers a plethora of benefits that extend across personal, professional, and societal realms. Firstly, such courses provide participants with a profound understanding of AI concepts, algorithms, and technologies, enabling them to harness the power of AI for problem-solving and innovation. This knowledge equips individuals with highly sought-after skills in today's technology-driven job market, enhancing employability and career prospects.
Moreover, AI courses cultivate critical thinking, analytical prowess, and creativity, fostering a mindset conducive to tackling complex challenges and driving continuous improvement. Participants learn to leverage AI tools and techniques to streamline processes, optimize decision-making, and unlock insights from vast datasets, thus enhancing organizational efficiency and competitiveness.
Furthermore, by delving into AI ethics, responsibility, and societal implications, these courses cultivate a heightened awareness of the ethical and social considerations surrounding AI deployment. This awareness fosters responsible AI practices and helps mitigate potential risks and biases associated with AI applications.
Overall, the benefits of taking an AI course are manifold, ranging from personal and professional skill enhancement to organizational advancement and societal progress. As AI continues to reshape industries and societies worldwide, individuals and organizations that embrace AI education stand to gain a significant competitive edge in the evolving digital landscape.
The 2017 IPR and PRSA Report: KSAs and Characteristics of Entry-Level PR Prof...Sarah Jackson
The Institute for Public Relations and the Public Relations Society of America conducted a study of 386 entry-level professionals in public relations to better understand their level of knowledge, skills, and abilities, as well as their attitudes toward professional development opportunities. The report explores two areas that have received much attention in business and psychological literature but have rarely been applied to public relations: emotional intelligence and grit.
Digital Chameleon's research from 2014 showed that only 22.8% of employees have the digital capabilities required to achieve their business outcomes. We were keen to see whether those alarming figures were true of companies outside of Australia.
We surveyed senior strategists and training executives working predominantly with large global organisations and asked the following questions:
1. Based on your experience, is this figure accurate for your
industry?
2. What are the consequences of poor digital competency?
3. Are a multinational’s learning requirements different to a
local company’s?
A summary of the responses is included here, together with some of the key insights from the survey.
The cognitive advantage insights from early adopters on driving business va...Diego Alberto Tamayo
The cognitive advantage
Cognitive computing is quickly emerging as a transformative technology that enables
organizations to gain business advantage. Also referred to as artificial intelligence (AI), cognitive
technology augments human expertise to unlock new intelligence from vast quantities of data and
to develop deep, predictive insights at scale. This shift to systems that can reason and learn is
especially germane to the bottom line; the cognitive era is here in large part because it makes
practical business sense.
A comprehensive review of AI use within the public relations profession.
At time of writing (February 2023), there’s been a burst of new AI-driven tools, services and use cases with the potential to impact virtually every aspect of the public relations profession.
This report is an attempt to assess the likely rapid progress of AI technology over the next year and the longer-term strategic considerations for all public relations practitioners as a result.
Co-authored by Andrew Bruce Smith and Stephen Waddington, with contributions from Professor Anne Gregory, Jean Valin and Scott Brinker.
The successful running of any organisation relies on effective and efficient line manager communication. In autumn 2021, CIPR Inside conducted a deep dive into line manager communication to find out:
• Who supports line manager communication and how important it’s considered to be
• What line managers need in order to communicate effectively
• If effective communication is considered an important leadership skill and business enabler, and whether it is supported as such
For over a decade the Chartered Institute of Public Relations
(CIPR) has conducted industry-wide research exploring issues
and challenges facing the public relations profession.
We use this data to report on trends and provide industry leading insights on topics including where practitioners work, what they do, how much they earn, and much more.
This year’s study provides a focus on how the industry is
adapting to life beyond the pandemic and what this has meant to those working in the profession.
Our guide for Members of Parliament who are approached by lobbyists. This leaflet sets out the standards of acceptable behaviour for professional lobbyists, what you should expect from them if they approach you, and what action you can take if you have concerns.
This report from the CIM and CIPR explores the experiences
of their chartered members by looking at the impact of
becoming chartered and committing to continuing
professional development (CPD) has had on their careers
and on their confidence. At a time of economic and social
uncertainty, chartership may play a crucial role in how those
working in marketing and PR are viewed and trusted, now
and in the future.
Our ebook 'Communicating in a Crisis' explores how public relations was successfully used in the pandemic and features case studies from agency, in-house and public sector teams shortlisted in our 2021 Excellence Awards.
This guide is designed to support PR and comms professionals
who might have to deal with this highly sensitive topic. Our ambition is that this guide will support you practically, and help you with your own mental health and wellbeing.
The guide provides practical advice on how to help organisations communicate suicide. It also looks at the wider issue of talking about suicide alongside mental health.
We’ve worked closely with people and organisations affected by
suicide and are grateful to be carrying their voices and experiences as we make recommendations and offer advice.
Much progress has been made in the area of mental health in the last several years; talking about it openly and honestly has become more commonplace, and governments and businesses have recognised that they have a major role to play in helping people look after their mental wellbeing.
The Workplace Mental Wellbeing Audit helps businesses and other organisations understand the mental health of their employees and in turn take steps to help them. This report from the CIPR, PRCA and ICCO surveys 559 PR professionals through their networks, with the aim to understand
specifically the mental wellbeing of those working in the PR and Communications industry, the impact of coronavirus has had and changes over time.
The CIPR's #PRinaPandemic specialist study of the public relations sector authoritatively explores the immediate impact of COVID-19 on the profession, and how it will develop, reflecting on a truly challenging year and what this has meant to those working in the profession.
The Chartered Institute of Public Relations (CIPR) has published its 2020 Annual Report, reflecting on a year like no other; shaped by the global pandemic, focused on supporting the profession and, ultimately, showing the resilience of the public relations community.
From Comms Professional to CEO’ explores what holds comms people back on their professional journey to leadership positions. The report provides advice for professionals on making the journey to the top based on qualitative research interviews with CEO’s who have a communications background.
The Chartered Institute of Public Relations (CIPR) has published its 2019 Annual Report, celebrating its success in a year which helps define its purpose “more clearly than ever before”.
The report (below) outlines the work of the Institute through the four key areas as outlined in our five-year strategy; leading practice development, building a resilient community, championing lifelong learning, and advocating public relations.
CIPR's annual State of the Profession report has, for ten years, explored the trends, issues and challenges facing public relations. It is the largest and most statistically robust investigation of its kind. From skills and salaries to diversity and gender pay, State of the Profession delivers industry-leading data on every aspect of the PR profession.
A new research report published today by the Chartered Institute of Public Relations (CIPR) finds a public relations industry in which BAME practitioners tell of racism, microaggressions and unconscious biases faced, and having to work within an inflexible culture that denies them opportunities and fair progression.
The report - ‘Race in PR: BAME lived experiences in the UK PR industry’ - is calling on senior PR business leaders to take these findings seriously and work to change practices and cultures to “unleash talent and create a fair and equal workplace for all”.
The report follows an intensive 12-month review of nearly 200 global publications including books, academic papers, national reports, think tank studies, research group offerings, company and management consultant pieces and a variety of other sources to create a comprehensive overview of the impact of AI on the professions.
https://cipr.co.uk/CIPR/Our_work/Policy/CIPR_Artificial_Intelligence_in_PR_panel.aspx
The guidance – led by CIPR Health - is designed to help employers build a working environment that supports positive mental health and advises practitioners on how to take care of their mental wellbeing.
More from Chartered Institute of Public Relations (20)
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
1. The AI and
Big Data
Readiness
Report
Assessing the Public
Relations Profession’s
Preparedness for an
AI Future
2. 2 CIPR / The AI and Big Data Readiness Report
About
This Artificial Intelligence (AI) and Big Data Readiness Report
provides an analysis of a global survey of public relations
practitioners and academics and video/written evidence from
senior practitioners concerning the profession’s knowledge,
skills, adoption of and attitudes towards AI, and to a lesser
extent, Big Data. Its aim is to provide an overview of current AI
understanding and preparedness, but most importantly, provide
pointers to how the profession should equip itself to exploit the
potential and guard against the possible dangers of AI.
3. 3 CIPR / The AI and Big Data Readiness Report
Executive
Summary
Artificial Intelligence (AI) and Big Data have become
increasingly integrated into modern working life,
sometimes without people even recognising it. The
purpose of the research outlined here is to discover
how aware and how ready the public relations
profession is for a world of work that will become
increasingly AI and Big Data infused.
The research comprises a global survey (phase one) and testimonies
(phase two) from practitioners to find out levels of skill, adoption,
knowledge and attitudes towards AI. A central objective of this work is
provide recommendations for how the profession may get itself fully up to
speed so that it can capitalise of the opportunities AI and Big Data provide
and to guard against potential dangers.
The report is structured into five areas of discussion based around the
themes of questions covered by the global survey and practitioners’
recorded/written testimonies.
(i)
Knowledge of AI, where knowledge resides in an
organisation, feelings about AI
Significant number of practitioners have limited knowledge and feel less
confident (43.2%), and only a small number are very comfortable in using
AI (13.9%); however, practitioners are optimistic and have an eagerness to
learn. Organisationally, the data suggests that AI and Big Data knowledge
resides with IT and digital specialists, but a concerning outcome is that
31% of respondents consider ‘ownership’ is unknown or seen as irrelevant
which does not bode well for a wider understanding of the potential of AI.
(ii)
Level of understanding and use of AI tools, systems,
programmes
Practitioners show an awareness and understanding across a range of uses
of AI tools – social media implementation tools, monitoring and analysis,
and AI enabled writing (a core skill). Other areas where AI tools are being
used include attribution software, behaviour change, crisis management,
display marketing and communication research. Surprisingly, given the
acceleration in the use of digital and AI in organisations during the COVID
19 pandemic, 52.5% said ‘no’ when asked whether they used AI tools in
their PR role.
(iii)
Development of AI skills, most relevant skills,
how practitioners learn and rate their skills
On the job training is the most cited way practitioners have acquired skills
along with webinars and awareness building courses. Whether that training
is provided by skilled trainers is not clear. Among those who have no skills,
there is a realisation that they need training, but finding the right choice
of topic/courses remains the biggest challenge. The results show that ‘one
size does not fit all’ when preferences for types of training were sought.
These ranged from academic courses to personalised mentoring.
Asked about the most relevant AI skills, PR professionals consider
audience targeting and monitoring as important, followed by ethics,
strategy, governance and leadership. Most practitioners regard themselves
as midway in a ranking scale measuring current skill levels, but in the case
of organisational uses of AI, they rate themselves as having relatively low
understanding. This is something that will need to change if practitioners
are to have organisation-wide influence in the governance of AI and Big
Data systems.
4. 4 CIPR / The AI and Big Data Readiness Report
(iv)
How AI could help in practitioners’ roles and challenges
for the future
Two distinct types of responses are noted here: strategic and tactical.
Strategically, AI is seen as business critical, assisting in decision-making
and providing high-level insight at the most senior level. Tactically, the
most popular applications are in digital/social media and in making
processes and workflow more effective and efficient. The answers also
indicate that AI provides an opportunity for public relations to demonstrate
the value it delivers in, for example, predicting trends, formulating deep
insights and understanding audiences.
Amongst the challenges, ethics comes across as an important along with
a concern that automation and AI will lead to a loss of human nuance, so
important in building relationships.
Overall there is a keen appetite for using AI in the profession, but the main
constraint is the requisite knowledge, skill and opportunity
(v) General opinion, fears and feelings expressed about AI.
A number of clear viewpoints emerge with respondents foreseeing huge
potential and opportunities for the future. Practitioners are positive and
excited about much of the ‘drudge’ work being removed which may begin
to tackle some of the issues around over-work and the emphasis on tactical
skills such as writing and perception auditing. Time will also be released
for important strategic tasks such as building social capital, community
building and working on the foundations and development of trust. AI also
offers scalability for public relations services.
However, a number of risks and concerns emerge, particularly around
ethical challenges, including inherent bias, the shifts in power to those
with resources to harness AI, the potential for exclusion and job losses. An
underlying challenge is the lack of knowledge about what AI can and will
do and how it can be best used in public relations.
It is evident from this research that there is a small proportion of
practitioners who are well advanced, but the majority are not operating
at an optimum level. At the end of the report five recommendations
indicate how the profession can move forward in policy and practice terms
otherwise there is a danger of being left behind or absorbed into related
disciplines such as marketing or management consulting. The ambition
is to provide a guide on ‘where to start’ so that the lack of knowledge,
challenges, concerns and apprehensions amongst professionals can be
overcome and the profession can progress with confidence.
Dr Swati Virmani
Professor Anne Gregory
November 2021
The ambition is to provide a guide
on ‘where to start’ so that the lack
of knowledge, challenges,
concerns and apprehensions
amongst professionals can be
overcome and the profession can
progress with confidence.
5. 5 CIPR / The AI and Big Data Readiness Report
A mixed methods approach was taken and there were two phases to the
data collection. An on-line survey (live in June and July 2021) collected
both quantitative and qualitative data via closed questions and free text.
This was followed (July and August 2021), by an invitation to provide
more detailed information, either recorded or written, in response to open
ended questions on the state of skills development, approaches to and
methods of learning and the impact of AI and Big Data on the profession.
Typeform was used to create the survey and collect data along with
Google Sheets to analyse the quantitative data from the survey. Qualitative
data from the survey and written/recorded submissions were analysed
thematically.
The survey was available globally and the CIPR acknowledges the Page
Society’s partnership in ensuring coverage in the US in particular. Special
thanks also to Public Relations Institute of Australia (PRIA), International
Association of Business Communicators (IABC), Public Relations Institute
of South Africa (PRISA) and Public Relations Society of Kenya (PRSK) for
their support. There were 280 usable survey returns and 10 written and
recorded submissions.
The results below are grouped into topic areas covered by the survey.
Commentary is provided at the end of each section and this also includes
data drawn from the recorded/written submissions. Demographic data is
provided at the end of the report in Appendix 1.
Methodology
Results
6. 6 CIPR / The AI and Big Data Readiness Report
The first set of answers looks at the level of knowledge about AI and data,
feelings about AI and where knowledge about AI resides in organisations.
1. How do you rate your knowledge of AI as a technology?
Respondents were asked to indicate their knowledge of AI by
choosing from the list of seven options provided below:
%
I’m comfortable with what it means but I am not technical 41.5%
I’m familiar but wouldn’t confidently apply the knowledge in my
role/at work
30%
Only what I have read in newspapers, online media, films or
science fiction
11.1%
Very comfortable. I work using AI in my role 10.7%
Very comfortable. I work advising on AI builds and deployments 3.2%
I’ve no idea 2.1%
Other 1.4%
2.
How much do you know about data and AI in terms of its
relevance to the communication profession (e.g. data, data
analysis, automation)?
“Data” “AI”
1.
I’ve no idea
6.1% 10%
2.
I don’t feel it is relevant to me in my current role 1.4% 1.8%
3.
I’m familiar with how it is being used in the
communication profession but haven’t read/
found out much about it in the role of the
communicator
15.4% 18.9%
4.
Only what I have read in articles and the
profession guides, the AI in PR Panel has
published
7.1% 6.5%
5.
I’m familiar with how it used in communication
and have started to explore it further in the role
of the communicator
18.6% 21.8%
6.
I’m familiar but wouldn’t confidently apply the
knowledge in my role/at work
6.8% 10%
7.
I’m comfortable with what it means but I am not
technical
16.4% 18.2%
8.
Very comfortable. I work using data/ analytics (or
AI) in my role
20.7% 8.2%
9.
Very comfortable. I work advising on data/
analytics (or AI) builds deployments
7.1% 4.6%
10.
Other 0.4% 0%
AI data and
knowledge
41.5%
11.1%
10.7%
30%
3.2%
2.1%
1.4%
1
2
3
4
5
6
7
8
9
10
6.1%
1.4%
15.4%
7.1%
18.6%
6.8%
16.4%
20.7%
7.1%
10%
1.8%
18.9%
6.5%
21.8%
10%
18.2%
8.2%
4.6%
0.4%
0%
7. 7 CIPR / The AI and Big Data Readiness Report
3.
How do you feel about AI?
(select three in the order of importance)
Selected 1st option %
Excited 38.9%
Aware of the challenges 25%
That I don’t know enough 17.1%
No feelings 9.4%
Worried about its impact 5.7%
Overwhelmed. I feel I can’t keep up 3.9%
4.
At my organisation, I would say AI knowledge is
represented where?
First choice %
Nowhere/ Not sure/ Not relevant/ Independent practitioner 30.7%
IT/ Digital/ Analytics 27.9%
Specific business teams 10.7%
Across the whole org, including Board 9.3%
At C-Suite Level 6.8%
At Managerial Level 5.3%
All/ Mixed across client base 5%
PR Teams 4.3%
Non-Technical Teams -
38.9%
30.7%
17.1%
9.3%
10.7%
9.4%
6.8%
25%
27.9%
5.7%
5.3%
3.9%
4.3%
5%
8. 8 CIPR / The AI and Big Data Readiness Report
Commentary
From questions 1 to 4 above it can be seen that a very mixed picture
emerges with a significant number of practitioners having limited
knowledge, especially around the technical aspects of data and AI, but a
small number being very comfortable in using and building applications
and advising others on their use. What also is apparent is that data and
AI are elided in most people’s minds as the similar responses in question
2 indicates. One contributor to the second phase of the research stated
that there was a significant need for the demystification of AI and a clearer
explanation of its benefits to allay fears of the threat to the jobs and status
of practitioners. Another captured their own state of knowledge as being
‘scrappy’ and that appears to be a good description more generally. For
other respondents, there was a split in knowledge and interest in the ‘nuts
and bolts’ of the technology including coding and the nature of algorithms,
and uses and implications of Big Data and AI. The majority of professionals
are optimistic about the prospects offered by AI, even though they are
conscious of the challenges it poses and despite the learning that they
need to undertake.
More concerning are the answers to question 4. It appears that Big Data
and AI knowledge is firmly the province of IT and digital specialists,
but that its ‘ownership’ is not known or seen to be irrelevant for 31%
of respondents is surprising. As the CIPR’s Ethics Guide to Artificial
Intelligence in PR1
makes clear, there is a significant role for public relations
professionals to play, both in terms of being a source of knowledge
about the potential impacts on organisations and its stakeholders and on
governance issues. Encouragingly though, it does seem that in a number
of cases knowledge is embedded across the whole organisation and/
or in business teams. Phase two contributors confirmed that a working
knowledge of AI, its uses and applications needed to be embedded at
all levels in the profession right from the undergraduate entry level, up
to Board room. One respondent commented that the move to purpose-
driven organisations was seminal and that care of the organisational ‘heart
and soul’ required the input of public relations professionals not just
technology specialists.
1
See https://cipr.co.uk/CIPR/Our_work/
Policy/AI_in_PR.aspx
9. 9 CIPR / The AI and Big Data Readiness Report
The second area for consideration is the level of understanding and use of
AI tools, systems and programmes.
5.
I understand how AI - AI tools, programmes and
systems - are being utilised in the following PR and
communication areas
Yes/Aware/
Some
use or
knowledge
No Don’t
know
1.
Data data analysis 68.6% 20% 11.4%
2. Copy writing 57.8% 28.6% 13.6%
3.
Press release writing 45% 39.3% 15.7%
4.
Media monitoring/ media
reports
80% 14.3% 5.7%
5.
Targeting media outlets
contacts
53.6% 32.9% 13.5%
6.
Sentiment analysis 71.8% 19.6% 8.6%
7.
Predicting potential issues 44.3% 36.4% 19.3%
8.
Campaign management 42.5% 40% 17.5%
9.
Digital media 65% 23.2% 11.8%
10.
Social media 74.3% 15.4% 10.3%
11.
Video Creation 36.8% 48.2% 15%
12.
Recorded content 30.4% 55.7% 13.9%
13.
Creative design 32.9% 50.7% 16.4%
Understanding
AI tools, systems
and programmes
0 10 20 30 40 50 60 70 80
1
2
3
4
5
6
7
8
9
10
11
12
13
68.6%
11.4%
13.6%
15.7%
19.3%
17.5%
11.8%
10.3%
15%
13.9%
16.4%
13.5%
8.6%
5.7%
57.8%
45%
44.3%
42.5%
65%
74.3%
36.8%
30.4%
32.9%
53.6%
71.8%
80%
20%
28.6%
39.3%
36.4%
40%
23.2%
15.4%
48.2%
55.7%
50.7%
32.9%
19.6%
14.3%
10. 10 CIPR / The AI and Big Data Readiness Report
Commentary
Broadly speaking, practitioners are aware of and understand a range
of uses for AI enabled tools. Unsurprisingly, media and social media
implementation tools, monitoring and analysis come top of the list, but AI
enabled writing, a core practitioner skill, is also well represented, despite
many not knowing about or using these tools. According to the recorded/
written submissions, the ‘capture’ of core skills such as this represents a
threat for the future. However, one respondent commented that skills are
not really the issue: the profession will have to figure out how to live with
AI ‘colleagues’ and integrate them into the work done.
Other areas where AI tools should be considered or are being used by
survey respondents included attribution software, behaviour change,
crisis communication/management, customer research/support, display
marketing, diversity inclusion, ethics, event management, employee
experience, communications research, PR activism, recruitment and in
teaching. A respondent to phase two also recommends the use of AI and
Big Data in strategy development and the resolution of complex problems,
particularly in time constrained environments. A number of phase two
respondents mentioned that they were more aware and concerned about
the social impacts of AI rather than of the actual tools and skills necessary
to be practically proficient.
Other respondents were more concerned about understanding the
answers provided by AI tools given inputs and algorithms were not always
transparent. One specifically called for enhanced questioning and critical
thinking skills to spot errors and biases rather than upskilling in the use
of AI tools per se, which they saw as relatively easy to acquire. Another
phase two respondent noted that public relations professionals are more
conservative in adopting AI tools than marketing colleagues and observed
that skills in these areas were not out of the ordinary – the key issue is
understanding the ‘constraints and mechanics of these technologies’. For
example, using Google search is not difficult, but professionals need to
know how to break through the customisation of results that may apply to
any one individual. Using AI tools to automate daily routines is not hard,
but that does not take away the need to consider how best they are used
and where human intervention is required.
What emerges from these responses is again a mixed picture. When asked
if they used or did not use AI tools or programmes in their public relations
role, 43.2% of respondents to the survey said yes, 52.5% said no, with the
remaining 4.3% not knowing. Given the shift that has happened during
the Covid 19 pandemic and how organisations have taken a step change
in their use of technology, there may have been an expectation that use of
AI in public relations would have been more ubiquitous. What is apparent
is that there is a requirement for fundamental knowledge and skills
acquisition at pace. What is questionable is whether hands-on knowledge
and skills are needed, or whether it is knowledge about these technologies
and their implications, or both.
Other areas where AI tools should
be considered or are being used
by survey respondents included
attribution software, behaviour
change, crisis communication/
management, customer research/
support, display marketing,
diversity inclusion, ethics, event
management, employee
experience, communications
research, PR activism, recruitment
and in teaching.
11. 11 CIPR / The AI and Big Data Readiness Report
The third cluster of responses is about the development of AI skills, skills
considered most relevant as a PR practitioner, and how respondents
learned these skills.
6. I have developed my data and AI skills...
First choice %
On the Job 20.4%
None 15.7%
Attending Webinars 15%
Going on an awareness training course 14.3%
Reading books through leadership 13.2%
All/Others 8.9%
Listening to podcasts 5.4%
Going on a technical training course 5.3%
Training 1.8%
7.
The respondents who said they had no data and AI skills
were asked what had prevented them from gaining them
%
Lack of skills/need for training 54.5%
Weak organisational support (with others) 15.9%
Other (cost; not aware of how it can be used in comms; lack of
time; not focused on it etc.)
13.6%
Complexity of use 6.8%
Peer learning/ coaching mentoring 4.6%
Security concerns/trust 4.6%
20.4%
54.5%
15%
14.3%
15.9%
13.2%
13.6%
8.9%
6.8%
15.7%
5.4%
1.8%
4.6%
5.3%
4.6%
The development
of AI skills
12. 12 CIPR / The AI and Big Data Readiness Report
8. Biggest challenge to upskilling in data and AI
First choice %
1.
It’s hard to find courses for non-technical people 26.4%
2.
I’m not sure what course I should do 20%
3.
I’m not sure what I need to know 19.3%
4.
I don’t know how to adapt my current PR practice
processes
9.3%
5.
I don’t know where to find information relevant to
my role
6.8%
6.
It’s difficult to keep up with the requirements 5%
7.
I find it difficult to find/ secure funding for AI training 4.3%
8.
I don’t foresee a skills gap 3.6%
9.
No Response 2.8%
10.
I feel AI is a long way off, so not relevant to me now 2.5%
9. AI skills believed to be most relevant as a PR practitioner
First choice %
1.
Targeting audiences more effectively 14.3%
2.
Monitoring skills (media social media) 11.1%
3.
Communication (supporting to communicate more effectively) 9.3%
4.
Strategy and business planning 8.6%
5.
In-depth statistics 7.5%
6.
Ethics 7.1%
7.
Data AI leadership skills 5.7%
8.
Data Science 5%
9.
Governance, compliance policy 5%
10.
Statistical awareness 4.6%
11.
Workflow management 4.6%
12.
General data literacy (numeracy/math) 4.6%
13.
Machine learning 3.9%
14.
Problem solving 2.5%
15.
Creative skills 2.1%
16.
General tech skills 1.9%
17.
Others/ Don’t know/ Impossible to answer/ What is AI 1.5%
18.
Computer science 0.7%
0 5 10 15 20 25 30
1
2
3
4
5
6
7
8
9
10
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
26.4%
14.3%
11.1%
9.3%
8.6%
7.5%
7.1%
5.7%
5%
5%
4.6%
4.6%
4.6%
3.9%
2.5%
2.1%
1.9%
1.5%
0.7%
20%
19.3%
9.3%
6.8%
5%
4.3%
3.6%
2.8%
2.5%
13. 13 CIPR / The AI and Big Data Readiness Report
10.
I rate my current skills as (rating scale is 0-10, with 0 having
no understanding or practical application, 5 is average, with
10 being regularly part of your role)
Rating
Scale % % % % %
0 2.5 3.9 7.1 5.7 8.9
1 2.5 5.7 5 6.8 8.6
2 6.4 5.7 6.1 9.6 11.8
3 7.9 11.1 12.1 11.4 15.7
4 10 11.1 11.4 12.9 9.6
5 21.4 19.6 17.9 18.2 18.2
6 13.9 13.2 12.1 14.3 6.1
7 14.3 12.5 11.8 8.9 7.9
8 13.2 11.4 11.1 8.9 8.6
9 5 3.2 3.2 1.4 2.1
10 2.9 2.5 2.1 1.8 2.5
0 5 10 15 20 25
0
1
2
3
4
5
6
7
8
9
10
1 4.5%
Data Skills
Knowledge Awareness on AI within PR role/function
Knowledge Awareness on AI within the advisory role of PR
Practical application of AI within PR function, including tools
Practical application of AI within your org/client, including builds
deployments and bought-in systems services
No understanding – 0
Regular use – 10
2.5%
2.5%
6.4%
10%
13.9%
14.3%
13.2%
5%
2.9%
21.4%
7.9%
3.9%
5.7%
5.7%
11.1%
13.2%
12.5%
11.4%
3.2%
2.5%
19.6%
11.1%
7.1%
5%
6.1%
11.4%
12.1%
11.8%
11.1%
3.2%
2.1%
17.9%
12.1%
5.7%
6.8%
9.6%
12.9%
14.3%
8.9%
8.9%
1.4%
1.8%
18.2%
11.4%
8.9%
8.6%
11.8%
9.6%
6.1%
7.9%
8.6%
2.1%
2.5%
18.2%
15.7%
14. 14 CIPR / The AI and Big Data Readiness Report
Commentary
On the job training, followed by webinars and awareness building courses
are popular ways in which practitioners have acquired their skills. For those
who have no skills, there is a question about them not knowing what they
don’t know, but also a clear sense that they need training. The responses
to question 7 above confirm this view was borne out in the recorded/
written submissions. There is still widespread ignorance about AI and Big
Data and a sense that people don’t know where to start: the elephant is
big and unknown. There are huge numbers of courses available, on and
off-line, but making the right choice of topic and at the right level remains
a major challenge.
The recorded and written respondents were asked to explain their
approach to and methods of learning and again a variety were listed.
More advanced practitioners were keen to be able to experiment and
learn from other professions, disciplines and academic literature. Others
wanted structured, academically sound, iterative approaches informed
by working case studies while some preferred online and/or self-learning
or bite-sized 1 or 2 hour sessions in non-technical language (time
commitment, expense, and also the capacity to learn different ‘scientific’
skills were concerns). Some wanted a mix of courses, but also mentoring
and reverse mentoring by digital natives or online companions, learning
sets and networks of learning. This is particularly the case for more senior
staff who were not digitally savvy. What comes from this is that approaches
to learning are individually contingent on issues such as available time,
comfort with technology, learning styles, seniority, nature of role, and
existing levels of skill.
However, there was significant agreement that a ‘conversation’ on training
needs was required and that a variety of routes be provided from the
highly structured, to the more ‘pick and mix’. There was frustration voiced
about the number of self-styled experts and expensive courses for more
advanced AI which added little practical value for practitioners because
they were not specific enough for PR, were too broad or shallow, and were
aimed more at developers rather than users. Disappointment was also
expressed about the lack of collaboration between PR colleagues from
different organisations who face AI challenges. The impossibility of any
one individual being fully up to date on all AI developments, particularly
in relation to channels, surfaced the need for a strategic and team
approach to professional development in AI as well as the need for closer
collaboration with IT colleagues.
The responses to question 9 above show that audience targeting and
monitoring are seen to be the most relevant skills, which may indicate a
more tactical orientation, but ethics, strategy, governance and leadership
also feature relatively prominently suggesting strategic implications too.
Turning to how skilled practitioners are currently, most regard themselves
as midway in the ranking scale, with a skew towards less understanding,
particularly on organisational uses of AI. However, it is also apparent that
there are a considerable number who regard themselves as highly skilled,
although it should be borne in mind that this is a self-assessment with no
benchmark against which respondents could measure themselves. This is
representative of what appears to be a recognisable three-way split in the
profession, with a) some having significant knowledge and skills at a high
level and filling an advisory role in strategy, technical development, and
implementation, b) others fulfilling technical and implementation roles and
various levels of capability, and c) the ‘left behinds’ who are yet to become
skilled. This split was confirmed in the recorded/written submissions.
There are huge numbers of
courses available, on and off-line,
but making the right choice of
topic and at the right level
remains a major challenge.
There was frustration voiced
about the number of self-styled
experts and expensive courses for
more advanced AI which added
little practical value for
practitioners because they were
not specific enough for PR, were
too broad or shallow, and were
aimed more at developers rather
than users.
15. 15 CIPR / The AI and Big Data Readiness Report
The next part of the research looked at how practitioners felt AI could help
in their current role and at the challenges for the future.
11.
How do you think AI tools programmes can help
in PR role?
First choice %
All 13.2%
Providing insights to business/organisation executives
recommending business adaptions and changes
12.9%
Digital media, including social media 12.1%
Managing workflow more efficiently, including process-driven
elements such as time sheets, reporting and monitoring
8.2%
Utilising owned third-party data for insights 6.1%
Campaign management, including insights campaign
deployment
5.7%
Horizon scanning 5.7%
Crisis communications 5.4%
Copywriting through automated content (internal/ external) 5.4%
Evidence to persuade or influence others 5%
Stakeholder engagement management 4.3%
Media relations management 3.9%
Creatives for campaigns other creative work 3.2%
Identifying ambassadors influencers 3.2%
Risk management 2.5%
Project/programme management 1.8%
Team management/team working 1.4%
12.
When it comes to implementing AI across an enterprise,
what do you believe is the top challenge for PR
professionals?
Responses %
Lack of awareness around the tools 31.8%
Require more knowledge/ training 29.3%
Ethical considerations 18.2%
Unsure of how the tools will alter the practice PR 12.5%
Not part of my role 5%
Other (budget, cost, AI isn’t developed enough yet,
it’s not a magic bullet!)
3.2%
AI now and in
the future
0 3 6 9 12 15
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
13.2%
12.9%
12.1%
8.2%
6.1%
5.7%
5.7%
5.4%
5.4%
5%
4.3%
3.9%
3.2%
3.2%
2.5%
1.8%
1.4%
31.8%
29.3%
18.2%
12.5%
3.2%
5%
16. 16 CIPR / The AI and Big Data Readiness Report
Commentary
Practitioners’ views on how AI can help them in their current role range
from the business critical to the highly tactical. At the strategic level, AI
can assist in decision-making in organisations and offer high-level insight.
At the tactical level, help in the area of digital/social media constitutes
the most popular applications. However, the use of AI in making public
relations processes and management (workflow) more effective and
efficient is notable: AI as a business assistant and partner in work is a
notion that came through in the recorded/written submissions too. Also
of note is the number of people who see AI being useful in all the options
offered. This supports the overall impression taken from this research that
there is a keen appetite for using AI infused tools, systems, and processes
but the major constraint holding people back is the knowledge, skill and
opportunity to indulge this appetite. This proposition is clearly supported
in question 12 where lack of awareness and knowledge/training are
identified as the major challenges facing public relations professionals.
Ethics also comes across as a major concern and signposts the fact that
knowledge and skills training in tool use is not the only requirement.
The recorded/written responses provided further detail on the potential
impact of AI and Big Data on the profession. The rich responses indicated
that it could help in providing evidence for the value it delivers, both for
itself and as a support for other parts of the organisation. Deep insights,
predicting and understanding audience and their trends were a part of
this, as well as removing some of the more mundane tasks so that more
focus could be put on the strategic. Some caution was raised about AI
taking over a number of the skills-based tasks such as writing, where
one respondent noted that the humanising elements of tonality and
nuance would be a regrettable loss. Another surmised there could be
less credence given to creativity and novel combinations of ideas and
more emphasis on curation. One respondent noted that the acquisition
of AI skills in and of themselves would not enhance professional identity.
However, a lack of these skills may diminish it. Another respondent flagged
the potential dangers of becoming obsessed with AI metrics and data
and the profession losing the ability to think strategically and creatively.
They warned against bland and empty content “carefully honed for
algorithms, not for curious minds”. Again, the challenge concerning the
lack of knowledge about AI, its potential and the dangers at all levels in the
profession was flagged and resonates with an earlier report from the CIPR’s
AIinPR Panel, ‘The Effects of AI on the professions’2
which indicates that
practitioners are “sleepwalking into AI”.
Some caution was raised
about AI taking over a
number of the skills-based
tasks such as writing, where
one respondent noted that
the humanising elements of
tonality and nuance would
be a regrettable loss.
2
Available at https://cipr.co.uk/CIPR/Our_work/
Policy/AI_in_PR_/AI_in_PR_guides.aspx
17. 17 CIPR / The AI and Big Data Readiness Report
Finally, the research gathered data in phases 1 and 2 on three general
questions to which free form answers could be provided. To give a more
visceral flavour of the range of opinions and strength of feeling coming
from the survey results, word clouds of the responses are presented here.
Q1. What is your general view of AI in PR?
Q2. How will it change the PR profession?
Q3. What are your hopes and fears about AI?
Three Questions
useful
hype
ideas
unsure
great opportunities
ethics
exciting
exciting area positive way
great aid exceptional opportunities
huge opportunities
creates opportunities
big things
awareness gap
new norm
ethics issues
important tools
untapped resources
indispensable tools
potential
great potential
opportunities
challenge
effectiveness
good step
infancy
exciting application
limited knowledge
careful consideration
greater awareness
competitive advantage
essential tools
adequate contextualisation
positive development
creative lead
necessary evil
ethics implications
lack
threat
expensive
powerful tools
general knowledge
risk
early stage
games changer
limited ability
ethics guidelines
early day
untapped area
cost
jobs loss
efficiency
critical thinking
opportunities
new way
insight
unclear
dull task
risk
data
creativity
data savvy
time management
automate
unsure
streamline
new skills
reduce size
better insight
collaboration
ethical decision
huge transformation
greater insight
biggest challenge
lower value work
expert knowledge competitive easier understanding
reshape team structure size of workforce
drive efficiency
higher value
human role
extra power different way
targeted engagement
strategic management
strategic effectiveness
effective communications
elevate discipline
human creativity
mundane activities strategic planning
strategic skills set
repetitive task
improved efficiency
new learning
big data
strategic approach
strategic thinking
relationship management
undue influence
powerful tools
positive change specialised agency
incorrect use
efficiency lack of diversity
higher accuracy
transparency
creativity task lack of control
intrusive methods
useful tools
unfair algorithm
privacy concerns
human relations
less opportunities
strategic value
practice transformation
less creativity
misuse of data
much dependence
human skills effectiveness
lack of knowledge
none
fear better insight
misuse of technology
limited resources
betterment of strategy
data manipulation
loss of relationship
reputational damage
enhance professionalism
unsure cheap alternative
fear of misuse better data
limited knowledge
job loss bias lack of empathy
smarter work
ethical concerns
lack of budget
time management
increase efficiency
18. 18 CIPR / The AI and Big Data Readiness Report
Commentary
There are some clear themes that come through from these three
questions. Many positives are envisaged with most respondents seeing
huge potential and opportunities for the profession. Overall, there is
excitement about AI and data and a view that much of the menial work can
be removed. AI offers scalability of PR services and will help tackle some
of the issues around overwork on tasks such as writing and perception
auditing. Insight will come to the fore and AI will help ensure that the
efficiency, effectiveness, and evaluated contribution of the profession
can be enhanced. Also in prospect are the tools and time for new skills
to develop in, for example, in social capital, relationship and community
building to generate trust. As one respondent put it, “I feel empowered
but curious at the same time because I can’t visualise, yet, how AI will
impact” in their case, consulting service provision. Another respondent
also welcomed AI empowered tools but expressed some anxiety on
mitigating the mistakes that were bound to happen when introducing AI
tools and systems.
On the downside, many also see risks, an uncertain future, concerns about
job losses, and ethical challenges, including over cultural bias, equality
and diversity. Integration of all the communicative disciplines was seen as
inevitable and close working with IT colleagues positively encouraged. The
view was that the profession has much to learn from these colleagues on
service design and ways of working. There was some concern expressed
on the human rights implications of data ownership, both of the inequity
of power this gave to those with resources to collect and analyse data
and issues around its use and the biases inherent in collection and
analysis systems. The challenge underlying all these concerns is the lack
of knowledge about what AI can and will do and how the technologies
can be fruitfully incorporated to support public relations professionals,
not supplant them. The need for guidance, training and leadership from
professional associations was clear.
Many positives are envisaged
with most respondents seeing
huge potential and opportunities
for the profession.
19. 19 CIPR / The AI and Big Data Readiness Report
The conclusions that can be drawn from this research are relatively
obvious and point to a plan of action, which is provided as a set of
recommendations.
The answer to the central question which is ‘how ready is the public
relations profession for the AI/Big Data age?’ is that it is not as ready as it
should be. There are a proportion of practitioners who are well advanced
in understanding, design, deployment and use at a strategic level, but the
majority are at best operating competently at a tactical level and at worst
have yet to begin the journey. The good news is that there is significant
appetite to embrace these new technologies with their potential and
opportunity-creating prospects being recognised and welcomed. The
real issue is where to start and that applies either to the journey itself or in
finding a way through the many pathways and roles that AI and Big Data
opens up. Alongside this are a number of cautions, mainly around ethics
and the possible threats to traditional tasks coupled with uncertainty
about the shape and remit of the human element of public relations work
into the future.
In September 2021, the UK Government published its National AI
Strategy3
in which it notes a step change in progress is required if the UK
is to capitalise on the opportunities for AI innovation and leadership. The
conclusion of this report is that there is a similar requirement in the public
relations profession. If that is to happen, the following recommendations
are made to the profession:
1. AI and the fundamental structural change it will bring needs to become
a part of a strategic conversation in the profession. The profession is
re-shaping and this needs to be by design, not by default. In mapping a
way forwards, the profession can build on three previous #AIinPR Panel
Reports: Humans still needed4
, The Effects of AI on the Professions5
and
the Ethics Guide to AI in PR6
.
2. That a pathways map is developed which plots the options that
practitioners can take to secure various levels of competency in the
strategic and tactical uses and governance of AI and Big Data.
3. That the current CIPR guides and resources on AI and Big Data are
updated, made widely available to all members and publicised so that
there is a basic, membership-wide understanding of what these
concepts and technologies entail, their benefits, pitfalls and common
uses.
4. That there are a number of focused events/initiatives driven centrally
and via the regional groups to educate and inform members
systematically on the topics mentioned above.
5. That becoming a knowledgeable and competent practitioner in AI
is prioritised and incentivised so that the future of the profession is
secured.
The authors would like to thank #AIinPR Panel members for their assistance
in developing, issuing and publicising the survey and recorded/written
research instruments, in particular Kerry Sheehan, Andrew Bruce Smith
and Martin Waxman. Thank you too to the Page Society who have been
brilliant partners in this research and to PRSK, PRISA, PRIA and IABC for
spreading the word.
Dr Swati Virmani
Professor Anne Gregory
November 2021
3
See https://www.gov.uk/government/
publications/national-ai-strategy
4
See https://www.cipr.co.uk/CIPR/Our_work/
Policy/AI_in_PR_/Consultations_.aspx
5
See https://www.cipr.co.uk/CIPR/Our_work/
Policy/AI_in_PR_/AI_in_PR_guides.aspx
6
See https://www.cipr.co.uk/CIPR/Our_work/
Policy/AI_in_PR.aspx
Conclusions and
recommendations
20. 20 CIPR / The AI and Big Data Readiness Report
Work location/status
No. of
Responses
55.7% In-house at an organisation, business or brand
28.9% As an independent practitioner/ your own company
15.4% At a PR agency
Geographic distribution
No. of
Responses
50% Europe
24% North America
10% Africa
7% Asia
5% Australia/ Oceania
2% Middle East
2% South America
Gender distribution
No. of
Responses
60.3% Female/ Woman
39.3% Male
0.4% Prefer not to say
Age distribution
No. of
Responses
33.6% 45-54
27.1% 35-44
16.8% 55-64
14.6% 25-34
4.3% 65 over
3.6% 18-24
Appendix 1
Demographic Details
of survey Respondents
21. 21 CIPR / The AI and Big Data Readiness Report
Which sector do you work in?
No. of
Responses
65% Private Sector
21% Public Sector
10% Not for Profit/ Charity/ Voluntary
4% All/ Multiple/ No Specific
Role
No. of
Responses
26% Senior manager/ director
16% Team lead/ manager
14% C-level officer or equivalent
14% Employee
13% Self-employed
9% Academic
4% Member of the board or advisor
4% PR Student
How long have you worked in PR Profession?
No. of
Responses
3% PR Student
8% 0-2 years
8% 3-5 years
12% 5-10 years
15% 10-15 years
54% 15 years +
Amongst 15 years+ experience, how many are –
No. of
Responses
54% Females
45.4% Males
0.6% Prefer not to say