Your Certification Program Require an Extreme Makeover?
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Trends and issues suggest certification policies and practices
may need to be reviewed. In fact, they may need an extreme makeover.
More and more organizations and occupations have either adopted
certification programs or are in the process of developing them.
There are many reasons to have a certification program (see side
bar). Associations should resist the urge, however, to establish
a certification program because they see it as a potential non-dues
revenue generator – the development and maintenance of a
high quality and respected program can be costly.
A non traditional type of certification is emerging. In the information
technology area, companies and organizations offer hundreds of
certification programs. If the certification does not meet traditional
standards, however, it may diminish the value of all professional
certification programs. As a result, some believe the terms "certified"
and "certification" are not being used properly, thus
the need to promote the quality of association certification standards
to demonstrate the differences between their own programs and
those with lower standards.
The terms "certification" and "certified"
have value. This is evidenced by an increasing group of individuals
looking for certification to assist with career growth. Certification
indicates that an individual has met a standard and is capable.
Fewer professional associations are being legislated as self-regulating
and able to perform a licensing function. Some groups are trying
to become self-regulating and governed by a private statute without
the licensing function, while others are seeking only right-to-title
legislation. The majority of certification programs are not enshrined
in legislation and the designation initials are normally trademarked.
Historically, professional associations within Canada have played
a dynamic role in ensuring the public users of various professional
services receive consistent service, quality and competency from
members of their professions. It is a safe assumption this will
continue. Certification is not new. Medical credentialing practices
have been in place since the 13th century. What has been constant
is the fact that improvements are made on a regular basis. They
are usually initiated after a number of issues are identified
which could threaten or, alternatively, provide opportunities
for the certifying association. Keeping a certification program
up-to-date requires an awareness of the issues.
Given changing factors such as legislative issues, changing competencies,
technology, liability, methods of examination, public perception,
member interest, member satisfaction and various other certification
policies and practices, how do you think your certification program
measures up? Take a look at the following issues and determine
if your certification program needs an extreme makeover or simply
a touch up.
Issues to Consider
- Not all certification criteria are the same. Certification
criteria change based on certification program maturity, markets
and perception. Some certification standards relate to:
- completion of courses only;
- a minimum number of years experience only;
- a combination of the above;
- a competency based approach; and
- maintenance of certification requirement.
- Certification criteria can be set nationally and provincially.
Responsibilities may vary and so may the criteria. One province
may not have a certification program, yet members of that province
may want certification. A province may only be able to certify
members in their jurisdiction.
- Provincial differences in certification may create mobility
challenges for members of related associations.
- Certification may be a requirement in one province and not
another.
- A number of association certification programs may be competing
for overriding authority to regulate or certify members in certain
practice or service areas.
- Actual or perceived intrusion by other associations into
disputed practice territory is creating competition. Addressing
competition requires the use of scarce resources to promote
distinction and improve market share of the contested territory.
- Changes in the economy, advances in technology, the general
complexity of communications, knowledge and specialization are
changing the scope of practices.
- The desire for a more specific customized or specialized
focus is resulting in association fragmentation and new related
certifications – the result is marketplace confusion.
- Some segments of certified members are looking for an additional
designation to recognize a perceived specialty area.
- Some associations have a division in the membership; those
who support a certification program, and those who feel threatened
by the prospect of having their existing level of competency
evaluated.
- Developing and maintaining a suitable set of competency standards
for an association with a large number of segments and specialties
can be challenging.
- Canada's population is relatively small, and the numbers
on a national or provincial certification basis may not generate
enough revenue to maintain the desired quality and credibility.
- Certification may be perceived as excluding others and the
public may not believe it is necessary if it will not meet public
demand.
- It may be difficult to provide equal access to the required
training and evaluation for the certification program.
- New types of degrees, diplomas and certificates can deliver
comparable or better education and members want to know what
value-added is provided by the certification program.
- Not all certification is receiving the desired profile, nor
is recognition measured on a regular basis.
- Strategic alliances with learning partners linked to the
certification program need to be strengthened.
- A Maintenance of Certification requirement, if it exists,
may not be meaningful to members and it may not be complied
with.
- Standards of Ethical Conduct subscribed to by those certified
may need updating to reflect legislative or marketplace situations.
- The exam process and related content may need updating to
ensure relevance and competency is validated.
- Some individuals may want the designation but may not want
to be members of the association.
If one or more of these issues exist, you may want to start
documenting the situation to prepare for some type of continuous
improvement activity.
Students in the Association Management Education Program discussions
on certification often zero in on the issue of credibility. Credibility
is key. There is consensus that certification must produce individuals
who provide a consistent level of service, quality and competence,
so both employers and the public will consider certification as
adding value to the profession.
If the public does not perceive certified individuals as providing
a value-added role to their professions, promotional efforts and
expenditures by associations will not reach their intended objectives
and credibility will eventually be lost.
The perceived role of associations with respect to their support
of individual members also helps to establish the credibility
of a profession.
Continuing education programs are also important to ensure that
certified members are able to maintain and update their knowledge
levels in order to continue to provide a consistent level of service
quality to the public. Members must also perceive a certain degree
of value in becoming a certified member. If an acceptable payback
on investment is not realized by becoming certified, there is
little incentive for future members to participate in certification.
Associations must also take the initiative to educate their members
about the benefits of investing in certification.
A certification program is a professional association's most
valuable asset. The program requires strategic planning as well
as day-to-day attention. Without constant attention it may become
outdated and perhaps hurt the association overall. As a certification
program matures it is critical to invest in improvements. After
all, associations have many different stakeholders and each will
demand a quality, timely and relevant programs.
In addition to looking at the issues that may exist in your association,
you may want to ask yourself some of the following questions:
- Has your certification criteria (i.e. competency standards)
been vetted with employers and other related stakeholders?
- Are the public or potential users of certified members aware
of the certification and do they have trust and confidence in
the criteria?
- Does the quality of your certification program reflect the
quality of your association?
- Is your certification program aligned with your organization's
strategic direction?
- Does your examination process measure performance based on
the competencies required?
- Is your certification program open to potential legal challenges
and do you have the right insurance coverage?
- Has your certification program earned respect from those
who have participated and were successful in obtaining the designation?
- Does your certification program comply with legislation and
can it be defended in the event of a legal challenge?
- Have you analyzed examination results and related factors
to ensure the model and process is appropriate?
- Are you clear on the benefits you expect certification will
provide to the association, your members and the public?
- Are you marketing your certification program effectively?
- Have you identified all of the stakeholders affected by your
certification program and do you understand their needs and
concerns?
Professional certification is receiving more attention. The
environment in which we work is constantly changing. As a result,
a required check-up on certification activities is needed. Perhaps
the Standards of Ethical Conduct need updating or the Maintenance
of Certification requires adjustment to reflect new competencies
and new technological support. An association needs a team that
will perform the necessary due diligence to ensure what needs
to be done actually gets done.
I am not able to address all the related issues in this column,
but I hope I have developed awareness of the fact that it may
be time to strike that Certification Task Force and look at a
possible makeover.
This column features innovation and practical solutions applied
to challenges, trends, issues, and opportunities for the association
community. Column editor Jim Pealow, MBA, CMA, CAE is a consultant
and the Association Management Education Program Lead Instructor/Coach
for CSAE. He can be reached at jim@amces.com
SIDEBAR:
Reasons Certification Programs are Established
- To encourage members of a profession to achieve high standards
and deliver quality services
- To enhance the prestige or image of a profession
- To improve public perception of a profession
- To protect the public from incompetent individuals
- To protect employers by providing them with a means of comparing
potential candidates
- To preempt external governmental regulations and/or legislative
actions
- To enable an association to reduce the costs of recruitment
and generate revenue by attracting members who are seeking to
gain their certification
- To increase the status and compensation of members
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