Presentation of research paper on social media skills for PR practitioners

1. RECRUITING FOR PR 2.0
Sarah Williams, Manchester Metropolitan University
Simon Collister, London College of Communication
Jennifer Challenor, English Mutual

2. The PR consultant of today faces a communications
landscape almost unrecognisable compared to that of 20
years ago. While both veterans and novices need to develop
and maintain a new and evolving toolkit, the rise of social
media has made some of the fundamental skills of the PR
profession more valuable than ever
(Bhurji, in CIPR, 2012)

3. SHIFT IN FOCUS
 Broadcast to conversation
 Control to engagement
 Industry scaremongering: shape up or ship out

4. AIMS
 How is the phenomenon of social media impacting on the
practice of public relations?
 Key questions include:
 How are practitioners tackling the transition from old PR practice to
new?
 Do the changes to the industry in the past few years represent a
linear transition or a radical break that can be ‘managed’?
 Is it sufficient to be familiar with social media and are practitioners
sufficiently competent to engage?

5. KEY THEMES IN LITERATURE
 Literature is mainly functional and practitioner focussed
 Texts considered purport to of fer advice on social media
management to practitioners
 Dichotomy:
 Solis’ industry in flux (2012) versus Holmes’ (2009) business as
usual approach
 Bhurji (2012) envisages multi -disciplinary teams rather than
wonder practitioners
 Discourse of ‘disruption’ risks simplifying the complexities
of transition
 Reflexive evolution not revolution

6. THE Y-SHAPED PRACTITIONER
(BHURJI, 2012)
technology
content
storytelling

7. METHODOLOGY
• Social phenomenological research involving eight
participants working in the field
• Qualitative interviews aimed at understanding practitioner
views about how social media is influencing their practice.
• Interviews analysed for significant statements which were
then organised into themes.

8. PARTICIPANTS
Name Position Field In-house/ agency
Matt Managing Director Financial Services Agency
Martin Head of Digital & Financial Services Agency
Social
Lucy Head of Comms Financial Services In-House
Claire PR Manager Arts In-House
Stuart Head of Comms Local Government In-House
Jane Managing Director Consumer Agency
Zoe Managing Director Consumer Agency
Hugo Head of Comms Financial Services In-House

9. FINDINGS
•Rejection of the idea of ‘old’ skills
‘new’ v •Steady transition v quick change
•Unwillingness to change related to age
or seniority
‘old’ PR
Strategic
•SM seen as tactical not strategic
•Fear of losing control is a barrier to
adoption of SM
v tactical •Resourcing: ‘social media doesn’t
switch off at 5.30 so neither can you’
•Technical skills: photography and video

10. DISCUSSION
 Maintaining traditional practices in the face of new and
emerging developments
 SM conceptualised in two ways:
 Narrow, tactical definition as a broadcast tool
 Or as a strategic relational tool
 SM has encouraged further blurring of the boundaries
between PR and other cognate sectors
 Responsibility & relationships
 Control and visibility

11. CONCLUDING THOUGHTS
 Sensationalism is rejected by practitioners who favour a more
blended approach to PR 2.0
 CPD plays an important role as practitioners self-diagnose
areas of weakness
 Evolution not revolution

12. ANY QUESTIONS?