Judith Cushman & Associates

Retained Executive Search in Communications

Presented by Judy Cushman at the IABC Seattle Chapter Luncheon Discussion, April 26, 2005: 

Communicating in the Future Tense

(Ethics Panel Discussion)

“Judith will describe what employers have begun to look for in candidates—including an emphasis on potential employees’ value systems.”

A quick introduction about my firm and the perspective I bring to this discussion. Here is information about the client base, level of position, critical nature of the hires and critical nature of the fit with corporate culture.

When JC&A is asked to conduct a search, the process is very thorough and comprehensive. The job description, which is considered a critical document and one that sets the stage for the entire search, includes a description of qualities that we expect to find in the individual.

I have never had a client insist that we mention adherence to standards or a code of ethics. However, underlying everything in our evaluation of a candidate is the expectation that the individual will behave in an honest and ethical manner.

In one particular case, the organization talked about how they will not tolerate even a hint of straying into a “grey area” in the interpretation of legal/ethic behavior. A (relatively) new hire was immediately dismissed for that reason. That action becomes part of the culture of the company and is one way the organization defines itself.  

Implicit in the mission and vision of an organization is the commitment to behave in forthright and straightforward manner. Governance issues and policies are now posted on corporate web sites and has raised the level of awareness. However, that does not translate into new hiring practices or adjusted criteria for selecting candidates.

Looking beyond searches to the environment we operate in, I see a serious crisis.

We are at a time where credibility for business (in general) and our profession (in particular) has been seriously eroded for good cause. For example, Boeing implemented a code of conduct after a scandal which involved “influence pedaling” that in turn formed the basis for the dismissal of Harry Stoneseifer. It was a glaring example of how senior officers see themselves as “above the law”— and that is my opinion.  F-H and Ketchum are battling their own ethical crises. I understand the Fleishman Hillard just setted a suit in LA., paying millions of dollars to the City for padding its bills. After the fact, agencies are facing important issues relating to their business practices.

I think no matter how personally ethical an individual is, giving leaders power requires effective oversight. Sadly, Sarbanes Oxley was legislation passed because our ability to police ourselves and behave ethically and honestly broke down. As many have said, this may not be the answer and the costs of the legislative oversight are too high, but it signals the depth of the issue and our inability to police ourselves and eliminate unethical and corrupt practices.

I think we, as practitioners personally, and as members of organizations where we represent the view of our employers have a particularly heavy responsibility. I think it is one that has been given too little attention and ignored until the recent crises of confidence have made it impossible to dismiss. PRSA has been criticized by Jack O’Dwyer, for lacking the clout  to enforce a code of ethics, as one example.

I think individually, it is important for each communicator to articulate his/her values. What will s/he do when put in a situation, e.g. issuing a statement that s/he considers inappropriate (pushing that grey area). Will it be necessary in an interview to spend time discussing this aspect of an individual’s values? Will our professional associations back practitioners up with data and recommendations about what constitutes appropriate, e.g. ethical behavior?

For the company/organization, has it articulated where that line needs to be drawn re: ethical activities? Going back to the Boeing example,  once the company promulgated a series of rules about appropriate behavior, it found its most senior officer in violation of guidelines he approved. 

Personally, I find PR and communications firms most vulnerable in this area. As counselors to senior officers of corporations, their organizations should be setting examples of how to drive ethical values throughout the organization—before they take on the task of advising senior officers. Frankly, without honest, ethical behavior and the credibility that comes from that behavior, effective communication cannot happen. Brand and company reputation, customer confidence in products all vanish when ethics are violated. It is imperative that counseling firms make their ethical rules explicit, establish consequences and ask their employees support those policies.

In my opinion, we are discussing an issue that should have been addressed long ago.

I have yet to see ethical considerations form the basis of explicit reasons for hiring or not hiring an individual and vice versa. These are conversations that should happen. I do not know where the pressure will come to influence change.

The challenges we are facing: there will be people who leave the field, who relocate and who will be underemployed. There are important jobs open and people filling them but the shakeout is real. The key to success is relevance and connecting with organizational values and goals.

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