Delivered in partnership with Survation, the seventh edition of ‘State of the Profession’ gives evidence to burgeoning cross-industry convergence between PR and marketing; the increasing demand for practitioners to be content creators and curators; and, unprecedented detail on industry issues, including an extensive breakdown of gender pay, found to be the most unequal at the most senior levels.
#StateOfPR 2016 reflects the views of more than 1500 practitioners who shared their thoughts on every aspect of public relations, delivering the most compelling snapshot of PR practice to date.
From Diversity to Inclusion is a qualitative exploration of attitudes and experiences towards diversity issues impacting public relations.
Conducted by the CIPR's Diversity Working Group, the report delves deep into views of over 30 PR professionals who shared their views in an innovative digital research project and took part in roundtable discussions held in London and Leeds.
The findings point towards the need for Public Relations to adopt a mature approach to diversity and inclusion. The report reveals that PR must take ownership of the diversity agenda by delivering inclusive leadership and ensuring inclusive communications are factored into campaign planning.
This is the final quarterly report from 2015 CIPR President, Sarah Pinch, spotlighting progress towards her Presidential pledges:
- Making membership more meaningful to clients and employers
- Standing up for a profession confident in its high standards and able to demonstrate its value
- Building trust in our practice through the Code of Conduct and Continuing Professional Development
- Reaching audiences beyond the industry.
Published on 21 February 2014.
The Chartered Institute of Public Relations' annual benchmarking report into the biggest trends and issues facing the PR profession.
Exploring the public relations agency business | #FuturePRoof | ICCO | PRCAStephen Waddington
Progressive public relations agencies are rapidly modernising. They are embracing new skills in data, research and paid media, and are investing in creative teams.
The public relations agency sector is strong. Profits are healthy in well-managed businesses, and the market overall is growing according to both the PRCA and ICCO.
Innovation is everywhere in practice from freelancers through to the largest agencies.
However one area in which there remains surprisingly little innovation is around billing models. The dominant structure continues to be fees charged on an hourly basis, albeit on retainer or project basis.
These are the headline findings of this #FuturePRoof project on the future of the public relations agency, backed by ICCO and the PRCA.
You'll find eight drivers of change in the agency business identified by this project, outlined in this report. We hope that you find it useful.
From Diversity to Inclusion is a qualitative exploration of attitudes and experiences towards diversity issues impacting public relations.
Conducted by the CIPR's Diversity Working Group, the report delves deep into views of over 30 PR professionals who shared their views in an innovative digital research project and took part in roundtable discussions held in London and Leeds.
The findings point towards the need for Public Relations to adopt a mature approach to diversity and inclusion. The report reveals that PR must take ownership of the diversity agenda by delivering inclusive leadership and ensuring inclusive communications are factored into campaign planning.
This is the final quarterly report from 2015 CIPR President, Sarah Pinch, spotlighting progress towards her Presidential pledges:
- Making membership more meaningful to clients and employers
- Standing up for a profession confident in its high standards and able to demonstrate its value
- Building trust in our practice through the Code of Conduct and Continuing Professional Development
- Reaching audiences beyond the industry.
Published on 21 February 2014.
The Chartered Institute of Public Relations' annual benchmarking report into the biggest trends and issues facing the PR profession.
Exploring the public relations agency business | #FuturePRoof | ICCO | PRCAStephen Waddington
Progressive public relations agencies are rapidly modernising. They are embracing new skills in data, research and paid media, and are investing in creative teams.
The public relations agency sector is strong. Profits are healthy in well-managed businesses, and the market overall is growing according to both the PRCA and ICCO.
Innovation is everywhere in practice from freelancers through to the largest agencies.
However one area in which there remains surprisingly little innovation is around billing models. The dominant structure continues to be fees charged on an hourly basis, albeit on retainer or project basis.
These are the headline findings of this #FuturePRoof project on the future of the public relations agency, backed by ICCO and the PRCA.
You'll find eight drivers of change in the agency business identified by this project, outlined in this report. We hope that you find it useful.
#PR2015 is a new 28-page guide looking forward the trends and issues affecting the business of public relations in 2015, from the perspective of 23 of the Chartered Institute of Public Relations (CIPR) member groups.
Exploring the mental wellbeing of the public relations professionStephen Waddington
The #FuturePRoof report lifts the lid on mental health in the public relations profession, and attempts to characterise the issue, signpost potential solutions, and identify best practice.
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 State of the Profession is the PR industry's longest-running and most authoritative research study into public relations practice. Now in its ninth year, this year's research reflects the views of more than 1,700 PR professionals and harnesses pioneering new research from the Office of National Statistics on the PR population.
The new Global Communications Report, produced by the Holmes Report in conjunction with University of Southern California’s Center for Public Relations, is the definitive study of the global public relations industry, featuring research, agency rankings and industry analysis.
This edition of the world's largest study on strategic communication and public relations explores the status quo and trends across 50 countries. Topics include visualisation, social bots, hypermodernity and benchmarking for strategic communications.
Based on responses from 3,387 senior professionals from every European country, this years’ edition of the European Communication Monitor (ECM) reveals that even though the professionals are fully aware of the visual trend in society, every second professional has limited visual competencies. The data also demonstrated that the phenomenon of social (ro-)bots is largely neglected by many communication professionals in Europe. Only one third follow the debate about social bots and 15.9 per cent have no idea about the topic at all. In this context social bots are mainly seen as a threat for public debates and organisational reputation alike, although four out of ten respondents do also see opportunities arising from them.
Moreover, the ECM 2017 asked how the hyper modern paradigm might influence the work environment of communication professionals. A hypermodern society is a society in overdrive, characterised by a culture of hyper consumption, hyper change, and hyper individualism. A large majority of 71.5 per cent witness the cultural transformation towards a hyper modern culture in their country. The transition from a postmodern to hypermodern culture is the strongest in consultancies (57.2 per cent) and private companies (51.8 per cent). Organisations with postmodern and hypermodern characteristics are ahead in sensing the trend towards an overarching consumer mentality and are much stronger involved in societal debates. Most of them think that it has already changed and will continue to change the communication with their stakeholders.
The ECM is a joint project by the European Public Relations Education and Research Association (EUPRERA) and the European Association of Directors (EACD), supported by partner PRIME Research. The communication monitor study series, initiated and led by Professor Ansgar Zerfass (University of Leipzig), analyzes trends in the field since more than a decade and covers more than 80 countries across European, Latin-America and Asia-Pacific by now.
This eBook features in-depth case studies from each of the 29 category award winners at the CIPR Excellence Awards 2015.
More information is available at www.cipr.co.uk/excellence
The resurgence of public relations in the shift to socialStephen Waddington
10 areas of opportunity for a resurgent public relations profession. Presented at the Public Relations Institute of Ireland Conference in Dublin on 22 October, 2015.
Future proofing in-house PR teams - 3 monkeys | ZENOPRmoment
Three years ago 3 Monkeys Zeno (3MZ) partnered with PRmoment to conduct qualitative and quantitative research
across senior in-house communications leaders. Our aim was to gain intel and insight into how these sector
leaders were adapting to the ever changing world of PR and comms. What new demands were being made of
them? How were they partnering with consultancies and agencies to support them? In terms of their recruitment,
what new skills were they seeking? Was their scope of work increasing or decreasing? How were they regarded
internally - did they have a seat at the boardroom table or were they still perceived as the poor cousin of other
marketing disciplines?
The findings were significant enough for us to want to revisit this research in 2017 and are discussed in this report.
The World PR Report 2013, produced by the Holmes Report and ICCO, is a definitive report on the trends and issues facing the global PR industry, based on a survey of global agency heads. The report also includes research on the size and growth of the global PR industry, and a ranking of the world's 250-biggest PR firms.
In PR2020, experts give us their perspective on what’s coming next in terms of tech disruptions, and how they believe this will impact the work we do. We explore influence, data, human science and machines, and our relation to them as communications professionals, business owners, governments, and human beings.
Write to us to start a conversation on how we can help you distill actionable insights and foresights from conversations and communities.
For more information contact Pascal Beucler, SVP & Chief Strategy Officer, Global, MSL (pascal.beucler@mslgroup.com) and Melanie Joe, Consultant – Research & Insights, MSL (melanie.joe@mslgroup.com)
Here are 16 areas that I'm thinking about in my day job in marketing, public relations and social media at Ketchum in 2016. As in previous years they're not so much predictions for the coming 12-months, as work in progress.
The Internal Communication function has matured in recent years, and during this growth it has changed shape and taken on new roles and skills. What does this mean for internal communicators and their teams, and for organizations going forward? In this webinar Andrew Blacknell draws on his insight, recent research and case studies to help communicators understand how and why it has changed, and what the role might look like in the future. Andrew also talks with Elaine MacFarlane, VP, Global Internal Communications at GSK, to get a view of internal communications from inside GSK.
What you will take away:
- How Internal Communication is maturing as a function
- How the changing structure of organizational comms impacts IC
- The benefits of comms technology for IC strategies
- The importance of investing in line manager / leadership comms
- Defining benchmarks to measure IC success
World PR Report 2014, the most comprehensive study of the global PR industry created by the International Communications Consultancy (ICCO) and The Holmes Report, includes the 250 Top PR agencies Global Rankings and data on the latest trends and issues that these and other agencies are facing worldwide.
The industry's most authoritative study returns for 2019. #StateofPR 2019 paints a picture of a commercially robust industry that isn't always the people-focussed profession it aspires to be.
Find out more: http:www.cipr.co.uk/stateofPR
Now in its seventh year, the CIPR State of the Profession survey is the largest and longest running survey of its kind. The survey takes into account the views of CIPR members and non-members, and aims to reveal the issues and challenges facing public relations professionals. It covers a broad range of key issues including professional background, skills, recruitment and diversity.
#PR2015 is a new 28-page guide looking forward the trends and issues affecting the business of public relations in 2015, from the perspective of 23 of the Chartered Institute of Public Relations (CIPR) member groups.
Exploring the mental wellbeing of the public relations professionStephen Waddington
The #FuturePRoof report lifts the lid on mental health in the public relations profession, and attempts to characterise the issue, signpost potential solutions, and identify best practice.
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 State of the Profession is the PR industry's longest-running and most authoritative research study into public relations practice. Now in its ninth year, this year's research reflects the views of more than 1,700 PR professionals and harnesses pioneering new research from the Office of National Statistics on the PR population.
The new Global Communications Report, produced by the Holmes Report in conjunction with University of Southern California’s Center for Public Relations, is the definitive study of the global public relations industry, featuring research, agency rankings and industry analysis.
This edition of the world's largest study on strategic communication and public relations explores the status quo and trends across 50 countries. Topics include visualisation, social bots, hypermodernity and benchmarking for strategic communications.
Based on responses from 3,387 senior professionals from every European country, this years’ edition of the European Communication Monitor (ECM) reveals that even though the professionals are fully aware of the visual trend in society, every second professional has limited visual competencies. The data also demonstrated that the phenomenon of social (ro-)bots is largely neglected by many communication professionals in Europe. Only one third follow the debate about social bots and 15.9 per cent have no idea about the topic at all. In this context social bots are mainly seen as a threat for public debates and organisational reputation alike, although four out of ten respondents do also see opportunities arising from them.
Moreover, the ECM 2017 asked how the hyper modern paradigm might influence the work environment of communication professionals. A hypermodern society is a society in overdrive, characterised by a culture of hyper consumption, hyper change, and hyper individualism. A large majority of 71.5 per cent witness the cultural transformation towards a hyper modern culture in their country. The transition from a postmodern to hypermodern culture is the strongest in consultancies (57.2 per cent) and private companies (51.8 per cent). Organisations with postmodern and hypermodern characteristics are ahead in sensing the trend towards an overarching consumer mentality and are much stronger involved in societal debates. Most of them think that it has already changed and will continue to change the communication with their stakeholders.
The ECM is a joint project by the European Public Relations Education and Research Association (EUPRERA) and the European Association of Directors (EACD), supported by partner PRIME Research. The communication monitor study series, initiated and led by Professor Ansgar Zerfass (University of Leipzig), analyzes trends in the field since more than a decade and covers more than 80 countries across European, Latin-America and Asia-Pacific by now.
This eBook features in-depth case studies from each of the 29 category award winners at the CIPR Excellence Awards 2015.
More information is available at www.cipr.co.uk/excellence
The resurgence of public relations in the shift to socialStephen Waddington
10 areas of opportunity for a resurgent public relations profession. Presented at the Public Relations Institute of Ireland Conference in Dublin on 22 October, 2015.
Future proofing in-house PR teams - 3 monkeys | ZENOPRmoment
Three years ago 3 Monkeys Zeno (3MZ) partnered with PRmoment to conduct qualitative and quantitative research
across senior in-house communications leaders. Our aim was to gain intel and insight into how these sector
leaders were adapting to the ever changing world of PR and comms. What new demands were being made of
them? How were they partnering with consultancies and agencies to support them? In terms of their recruitment,
what new skills were they seeking? Was their scope of work increasing or decreasing? How were they regarded
internally - did they have a seat at the boardroom table or were they still perceived as the poor cousin of other
marketing disciplines?
The findings were significant enough for us to want to revisit this research in 2017 and are discussed in this report.
The World PR Report 2013, produced by the Holmes Report and ICCO, is a definitive report on the trends and issues facing the global PR industry, based on a survey of global agency heads. The report also includes research on the size and growth of the global PR industry, and a ranking of the world's 250-biggest PR firms.
In PR2020, experts give us their perspective on what’s coming next in terms of tech disruptions, and how they believe this will impact the work we do. We explore influence, data, human science and machines, and our relation to them as communications professionals, business owners, governments, and human beings.
Write to us to start a conversation on how we can help you distill actionable insights and foresights from conversations and communities.
For more information contact Pascal Beucler, SVP & Chief Strategy Officer, Global, MSL (pascal.beucler@mslgroup.com) and Melanie Joe, Consultant – Research & Insights, MSL (melanie.joe@mslgroup.com)
Here are 16 areas that I'm thinking about in my day job in marketing, public relations and social media at Ketchum in 2016. As in previous years they're not so much predictions for the coming 12-months, as work in progress.
The Internal Communication function has matured in recent years, and during this growth it has changed shape and taken on new roles and skills. What does this mean for internal communicators and their teams, and for organizations going forward? In this webinar Andrew Blacknell draws on his insight, recent research and case studies to help communicators understand how and why it has changed, and what the role might look like in the future. Andrew also talks with Elaine MacFarlane, VP, Global Internal Communications at GSK, to get a view of internal communications from inside GSK.
What you will take away:
- How Internal Communication is maturing as a function
- How the changing structure of organizational comms impacts IC
- The benefits of comms technology for IC strategies
- The importance of investing in line manager / leadership comms
- Defining benchmarks to measure IC success
World PR Report 2014, the most comprehensive study of the global PR industry created by the International Communications Consultancy (ICCO) and The Holmes Report, includes the 250 Top PR agencies Global Rankings and data on the latest trends and issues that these and other agencies are facing worldwide.
The industry's most authoritative study returns for 2019. #StateofPR 2019 paints a picture of a commercially robust industry that isn't always the people-focussed profession it aspires to be.
Find out more: http:www.cipr.co.uk/stateofPR
Now in its seventh year, the CIPR State of the Profession survey is the largest and longest running survey of its kind. The survey takes into account the views of CIPR members and non-members, and aims to reveal the issues and challenges facing public relations professionals. It covers a broad range of key issues including professional background, skills, recruitment and diversity.
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.
PRFest - setting the scene with industry statsPRFest
The public relations and communication industry changes every year and there are numerous reports discussing the changing trends. At #PRFest in June 2019, these slides were used to set the scene, where the industry is at, and signposts where we need to be going... Visit www.prfest.co.uk for full details about the two-day festival, which aims to encourage practitioners to learn, share and collaborate.
CIPR state of the profession benchmarking survey 2010 Apeiron Agency
As the voice of the profession, the CIPR provides insight into the role of PR practitioners and the profession. The 2010 CIPR’s Annual State of the PR Profession Survey of almost 2,000 members, carried out by ComRes, reveals that while the profession has remained resilient, with slight increases in the majority of communications budgets, economic pressure continues
CIPR state of the profession benchmarking survey 2010 Eva Shirokova
As the voice of the profession, the CIPR provides insight into the role of PR practitioners and the profession. The 2010 CIPR's Annual State of the PR Profession Survey of almost 2,000 members, carried out by ComRes, reveals that while the profession has remained resilient, with slight increases in the majority of communications budgets, economic pressure continues.
Connections As A Tool For Growth: Evidence From The LinkedIn Economic GraphLinkedIn
New evidence from LinkedIn’s current network, presented here, demonstrates the economic value of connections. We calculate an “index of connectedness” for each of 275 metro regions in the U.S., based on the average number of connections per LinkedIn member in that region. The higher the index of connectedness, the more dense the connections between LinkedIn members in that region. Using data from the Bureau of Labor Statistics, we calculate the four-year and one-year nonfarm payroll job growth for those metro regions.
This report was authored by Dr. Michael Mandel, with research supported by LinkedIn. November 2014.
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.
Top 10 Public Relations Research Insights of 2015sjackson625
For the second annual edition of the Top 10 Research Insights for 2015, the Institute for Public Relations Board carefully selected from a range of public relations research topics. The Board comprises senior-level executives and leading academics who chose these ten studies based on their rigor of methodology, findings, relevance to practice and accessibility. The second edition encompasses research ranging from evaluating Millennials’ concern about reputation to studying diversity in the PR industry.
Deloitte India : 2019 Deloitte Global Human Capital Trendsaakash malhotra
Deloitte’s Human Capital professionals leverage research, analytics, and industry insights to help design and execute the HR, talent, leadership and change programs that enable business performance through people performance. See More : https://www2.deloitte.com/in/en.html
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.
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.
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
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 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.
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 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.
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.
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)
What’s “In” and “Out” for ABM in 2024: Plays That Help You Grow and Ones to L...Demandbase
Delve into essential ABM ‘plays' that propel success while identifying and leaving behind tactics that no longer yield results. Led by ABM Experts, Jon Barcellos, Head of Solutions at Postal and Tom Keefe, Principal GTM Expert at Demandbase.
Exploring the Top Digital Marketing Company in CanadaSolomo Media
Choosing Solomo Media as your digital marketing company in Canada can propel your business to new heights. With their expertise, innovative solutions, and client-centric approach, they are well-equipped to help you achieve your digital marketing goals. By focusing on strategic planning, leveraging cutting-edge tools, and delivering measurable results, Solomo Media proves to be a valuable partner in navigating the complex world of digital marketing.
As the call for for skilled experts continues to develop, investing in quality education and education from a reputable https://www.safalta.com/online-digital-marketing/best-digital-marketing-institute-in-noida Digital advertising institute in Noida can lead to a a success career on this eve
First Things First: Building and Effective Marketing Strategy
Too many companies (and marketers) jump straight into activation planning without formalizing a marketing strategy. It may seem tedious, but analyzing the mindset of your targeted audiences and identifying the messaging points most likely to resonate with them is time well spent. That process is also a great opportunity for marketers to collaborate with sales leaders and account managers on a galvanized go-to-market approach. I’ll walk you through the methods and tools we use with our clients to ensure campaign success.
Key Takeaways:
-Recognize the critical role of strategy in marketing
-Learn our approach for building an actionable, effective marketing strategy
-Receive templates and guides for developing a marketing strategy
Most small businesses struggle to see marketing results. In this session, we will eliminate any confusion about what to do next, solving your marketing problems so your business can thrive. You’ll learn how to create a foundational marketing OS (operating system) based on neuroscience and backed by real-world results. You’ll be taught how to develop deep customer connections, and how to have your CRM dynamically segment and sell at any stage in the customer’s journey. By the end of the session, you’ll remove confusion and chaos and replace it with clarity and confidence for long-term marketing success.
Key Takeaways:
• Uncover the power of a foundational marketing system that dynamically communicates with prospects and customers on autopilot.
• Harness neuroscience and Tribal Alignment to transform your communication strategies, turning potential clients into fans and those fans into loyal customers.
• Discover the art of automated segmentation, pinpointing your most lucrative customers and identifying the optimal moments for successful conversions.
• Streamline your business with a content production plan that eliminates guesswork, wasted time, and money.
Short video marketing has sweeped the nation and is the fastest way to build an online brand on social media in 2024. In this session you will learn:- What is short video marketing- Which platforms work best for your business- Content strategies that are on brand for your business- How to sell organically without paying for ads.
Digital Marketing Training In BangaloreHoney385968
https://nidmindia.com/
Landing page optimization is the strategic process of methodically enhancing the various elements and components of a web page with the primary goal of increasing its effectiveness at converting visitors into leads or customers.
Videos are more engaging, more memorable, and more popular than any other type of content out there. That’s why it’s estimated that 82% of consumer traffic will come from videos by 2025.
And with videos evolving from landscape to portrait and experts promoting shorter clips, one thing remains constant – our brains LOVE videos.
So is there science behind what makes people absolutely irresistible on camera?
The answer: definitely yes.
In this jam-packed session with Stephanie Garcia, you’ll get your hands on a steal-worthy guide that uncovers the art and science to being irresistible on camera. From body language to words that convert, she’ll show you how to captivate on command so that viewers are excited and ready to take action.
janani Digital Marketer|Digital Marketing consultant|Marketing Promotion|Coim...janudm24
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With Regards
Janani Digital Marketer
Coimbatore,Tamilnadu.
Mastering Dynamic Web Designing A Comprehensive Guide.pdfIbrandizer
Dynamic Web Designing involves creating interactive and adaptable web pages that respond to user input and change dynamically, enhancing user experience with real-time data, animations, and personalized content tailored to individual preferences.
Mastering Local SEO for Service Businesses in the AI Era is tailored specifically for local service providers like plumbers, dentists, and others seeking to dominate their local search landscape. This session delves into leveraging AI advancements to enhance your online visibility and search rankings through the Content Factory model, designed for creating high-impact, SEO-driven content. Discover the Dollar-a-Day advertising strategy, a cost-effective approach to boost your local SEO efforts and attract more customers with minimal investment. Gain practical insights on optimizing your online presence to meet the specific needs of local service seekers, ensuring your business not only appears but stands out in local searches. This concise, action-oriented workshop is your roadmap to navigating the complexities of digital marketing in the AI age, driving more leads, conversions, and ultimately, success for your local service business.
Key Takeaways:
Embrace AI for Local SEO: Learn to harness the power of AI technologies to optimize your website and content for local search. Understand the pivotal role AI plays in analyzing search trends and consumer behavior, enabling you to tailor your SEO strategies to meet the specific demands of your target local audience. Leverage the Content Factory Model: Discover the step-by-step process of creating SEO-optimized content at scale. This approach ensures a steady stream of high-quality content that engages local customers and boosts your search rankings. Get an action guide on implementing this model, complete with templates and scheduling strategies to maintain a consistent online presence. Maximize ROI with Dollar-a-Day Advertising: Dive into the cost-effective Dollar-a-Day advertising strategy that amplifies your visibility in local searches without breaking the bank. Learn how to strategically allocate your budget across platforms to target potential local customers effectively. The session includes an action guide on setting up, monitoring, and optimizing your ad campaigns to ensure maximum impact with minimal investment.
It's another new era of digital and marketers are faced with making big bets on their digital strategy. If you are looking at modernizing your tech stack to support your digital evolution, there are a few can't miss (often overlooked) areas that should be part of every conversation. We'll cover setting your vision, avoiding siloes, adding a democratized approach to data strategy, localization, creating critical governance requirements and more. Attendees will walk away with actions they can take into initiatives they are running today and consider for the future.
SEO as the Backbone of Digital MarketingFelipe Bazon
In this talk Felipe Bazon will share how him and his team at Hedgehog Digital share our journey of making C-Levels alike, specially CMOS realize that SEO is the backbone of digital marketing by showing how SEO can contribute to brand awareness, reputation and authority and above all how to use SEO to create more robust global marketing strategies.
Monthly Social Media News Update May 2024Andy Lambert
TL;DR. These are the three themes that stood out to us over the course of last month.
1️⃣ Social media is becoming increasingly significant for brand discovery. Marketers are now understanding the impact of social and budgets are shifting accordingly.
2️⃣ Instagram’s new algorithm and latest guidance will help us maintain organic growth. Instagram continues to evolve, but Reels remains the most crucial tool for growth.
3️⃣ Collaboration will help us unlock growth. Who we work with will define how fast we grow. Meta continues to evolve their Creator Marketplace and now TikTok are beginning to push ‘collabs’ more too.
The Forgotten Secret Weapon of Digital Marketing: Email
Digital marketing is a rapidly changing, ever evolving industry--Influencers, Threads, X, AI, etc. But one of the most effective digital marketing tools is also one of the oldest: Email. Find out from two Houston-based digital experts how to maximize your results from email.
Key Takeaways:
Email has the best ROI of any digital tactic
It can be used at any stage of the customer journey
It is increasingly important as the cookie-less future gets closer and closer
2. State of the Profession, now in its seventh year, remains the
most comprehensive survey of people working in public
relations. Once again, it provides evidence of common trends
in practice anecdotally shared on a daily basis.
Among the key findings is a continued trend of convergence
between public relations and other communications
disciplines, including marketing. Also, for the first time, media
relations is not reported as the most common demand on
time in the working life of a practitioner. Content creation
and curation, led by digital and social demands, is on the rise.
The survey also shows that despite a roughly 50/50 gender
balance amongst those who define themselves as working
in senior roles, significant pay inequalities exist for women
who operate at the very highest level.
STATE OF PR 2016
EXECUTIVE SUMMARY
2 #StateOfPR
3. Convergence
As recorded in surveys since 2009, the convergence of public relations and marketing,
alongside other related disciplines, remains a clear trend that shows little sign of slowing.
76% of all respondents said compared to two years ago, they now work more closely
with dedicated social and digital media teams, as well as the marketing, advertising and
sales departments. This is an increase of 3% on #StateOfPR 2015 and is clearly led by
the cross-management of digital and social media.
Convergence is least likely to occur around media relations and internal communications,
indicating that these remain solid areas of specialism for public relations.
In line with previous years, traditional marketing led tasks increasingly found with
PR teams include copywriting, branding, sponsorship and strategic partnerships –
with a notable year-on-year increase of a third more PR professionals now seeing
some responsibility for prize draws, competitions and promotions (28% in 2016 up
from 21% in 2015).
The rise of “content”
Further evidence of amalgamation between departments is highlighted when PR
professionals are asked to indicate the amount of time they spend on a list of defined
common operational tasks. The list of potential responsibilities was reviewed and
expanded in this year’s survey, meaning that content creation, and curation, was included
for the first time.
Content creation is the most common way practitioners spend their time at work,
as identified by 81% of all respondents. Media relations (72%) is the second most
common demand on their time and it is still the practice area that commands the
majority of their budgets.
Grammar and proofreading follows as the third most common operational task, ranking
just above content curation and the management of digital and social media. Digital and
social media management also rank in the top three budget considerations.
For most practitioners, public relations is firmly a tactical role up to and including
managerial level, whereas at senior levels, practitioners tend to dedicate themselves
to other tasks – including pitching, account management and client handling, and
budgeting and financial planning. Across the board, what could be considered as
technical PR tasks again rank low in terms of amount of time spent. These include web
design, video and photo editing, coding, and search engine marketing. When they are
delivered, these tasks are more or less exclusively the remit of junior staff.
As the industry continues to evolve and the remit of PR continues to grow, an apparent
gulf between the tasks and competencies of junior and senior staff raises the question as
to whether PR bosses understand and could effectively deliver the increased day-to-day
workload that is now demanded of their staff?
STATE OF PR 2016
EXECUTIVE SUMMARY
3 #StateOfPR
4. Skills
To review skills demand across the sector, respondents were asked about the
competencies required of new recruits. Alongside leadership, interpersonal and strategic
management skills, areas such as pitching, project management and budgeting/
financial planning are all sought after by those looking for senior staff. Despite this, these
commonly fail to rank high on the list of professionals’ own perceptions of their skills
set – and remains unchanged from last year. For junior recruits, softer skills – such as
interpersonal skills, attention to detail and creativity – are more apparently in demand.
Following this, and generally mirroring last year’s results, the strongest skills all
respondents believe they possess are soft skills – the top three being traditional forms
of written communication (35%), interpersonal skills (31%) and attention to detail (27%).
However, content curation, which ranks as the joint fourth common PR operational task,
is only believed to be the strongest skill of 3% of respondents. The weakest skills that
all respondents believe they possess are again technical tasks, with HTML and coding (69%)
and search engine optimisation (48%) clearly out in front, also concurrent with last year.
Interestingly, this year’s report shows that women are more than twice as likely as men
to rank organisational skills as their strongest asset, whilst men in PR are twice as likely
as women to rank identifying current affairs and industry trends as their strongest skill.
Confidence in leadership and management skills is also far more prevalent amongst men
than women. Yet interpersonal skills are perceived to be strongest amongst a third more
women than men.
Pay and reward
For the first time, data relating to pay and reward combine figures for all in-house,
consultancy and independent practitioners into average annual earnings figures.
The average annual earning figure for PR professionals is £48,196. In line with previous
years, analysis reveals that London based professionals earn on average 31% more
(£13,616) than those based in the rest of the UK. Those working in-house in the private-
sector command the highest average salary of all employees at £51,075, whilst public
sector commands the lowest (£39,966).
Interestingly, a non-graduate PR professional is found to earn on average 24% more
(£12,348) than a graduate. Whilst it is the case that graduates dominate the working
population (only 15% of respondents were non-graduates), non-graduate respondents
are relatively balanced by seniority and by organisation type. Additionally, even though
the size of the overall graduate pay gap between is primarily down to high earnings
reported by non-graduate independent practitioners vs. graduates – it also the case that
when comparing in-house and consultancy PR professionals, non-graduates earn a higher
average annual salary.
STATE OF PR 2016
EXECUTIVE SUMMARY
4 #StateOfPR
5. ❰ CONTENTS
#StateOfPR
Gender balance and equal pay
The public relations workforce has long been more or less two-thirds female. In this year’s
survey, women make up 66% of respondents, an increase of 2% on last year’s figure and
6% higher in comparison to the first #StateOfPR survey, conducted in 2009.
In ‘Non-Manager’ and ‘Manager’ roles women make up 73% and 70% of the respective
populations. This decreases for ‘Head of Comms / Associate Directors’ to 60%, and
at ‘Director / Partner / MD / Owners’ level to 48%, the same proportion as recorded
in 2015. The fact that at the most senior level gender balance remains more or less
unchanged, when compared to all previous surveys, and despite the fact that the number
of women in PR has proportionally increased, is possible evidence of an employment
ceiling affecting the opportunities available to women.
Building on previous findings, this survey continues to evidence a large gender pay gap
in public relations – recording an average disparity of £15,040 between male and female
earnings. This apparent 19% year-on-year increase on 2015’s figure is primarily due to
the inclusion of independent practitioners in the overall results. An employee-only figure
however shows a gap of £11,698, a 7% year-on-year decrease.
Conducted for the second year in a row, regression analysis of the salaries of those
employed in PR roles (excluding independent practitioners) records that gender is the
third most influential factor on PR practitioners’ pay packets, which is consistent with the
findings in 2015. The influence of gender amounts to a £6,004 disadvantage for women,
a decrease of £2,479 on 2015’s figure.
For the first time, the gender gap has been cross-analysed by different industry
demographics in an attempt to offer greater insight into the issue.
When looking at seniority, the gender pay gap stands at £1,500 in relatively junior
roles, yet widens significantly further up the career ladder. Comparing the earnings of
men and women who define themselves as ‘Head of Comms / Associate Directors’
reveals a gender pay gap of £5,635. Above that, for ‘Director / Partner / MD / Owners /
Independent Practitioners’ the gender pay gap is nearly four and half times greater, rising
to £24,770 (excluding independent practitioners would be £19,221).
At an organisational level, there is a significantly higher pay gap between men and
women working in agencies and consultancies (£22,205), than there is for those working
in-house (£6,555). The most striking disparity is for Independent Practitioners, where the
difference between the annual turnover of men and women is £38,632.
These findings provide further evidence that woman are disadvantaged at all levels in
terms of earnings in an industry which they are numerically dominant. The gender pay
gap becomes more acute at senior levels, where the numerical advantage decreases
or balances out, an employment ‘ceiling’ exists. With this evidence, the question should
now be put to the professions leading practitioners, employers and thought leaders:
are the highest paid jobs in public relations open to women?
STATE OF PR 2016
EXECUTIVE SUMMARY
#StateOfPR
6. STATE OF PR 2016
CONTENTS
1 METHODOLOGY & DATA TABLES
2 DEMOGRAPHIC PROFILE
DEMOGRAPHIC ORGANISATION TYPE
DEMOGRAPHIC SENIORITY
DEMOGRAPHIC LOCALITY
3 OPERATIONAL TASKS & BUDGET SPEND
4 COMPETENCIES & SKILLS DEMAND
5 PAY & REWARD
6 GENDER BALANCE AND EQUAL PAY
7 DIVERSITY
8 FURTHER ISSUES & CURRENT DEBATES
6
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#StateOfPR
7. STATE OF PR 2016
METHODOLOGY
Survation interviewed 1,518 PR professionals between
4 November and 22 December 2015. Invitations
to complete the survey were sent by email to the
CIPR member and non-member database of PR
professionals, as well as links made available directly
by CIPR through emails and the website.
The first invitations were sent out on 4 November 2015
to a randomly selected batch of 4,600 email addresses
in order to soft launch the project,withtheremainder
ofthecontactsreceivinginviteslaterthatday.
Weekly scheduled reminders were created,
with the first reminder sent out on
10 November 2015 and the final sent on
22 December 2015.
1
7
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#StateOfPR
8. STATE OF PR 2016
METHODOLOGY
DATA TABLES
The full dataset from this study is available to download.
Unfortunately it is not possible to publish the raw data.
As respondents participated in the survey on the basis that their
responses would all be anonymous, it would be unethical to
release publicly information which could lead to them being
identified. This also would be a breach of Survation’s obligations
under the Market Research Society code of conduct.
ABOUT CIPR
Founded in 1948, the Chartered Institute of PR (CIPR) is the only
Royal Chartered professional body for PR practitioners in the
UK and overseas. The CIPR was granted its Royal Charter by the
Privy Council in February 2005.
With over 10,000 members involved in all aspects of PR, it is the
largest body of its type in Europe. The CIPR advances professionalism
in PR by making its members accountable to their employers
and the public through a code of conduct and searchable public
register, setting standards through training, qualifications, awards
and the production of best practice and skills guidance, facilitating
Continuing Professional Development (CPD), and awarding Chartered
PR Practitioner status (Chart.PR).
ABOUT SURVATION
Survation is an innovative and creative market research agency and
leading UK opinion pollster, working with big brands and key
campaigns. Survation carry out telephone, online and face-to-face
research, with a major focus on social and political research Survation
is a member of the British Polling Council and abides by its rules.
8
❰ CONTENTS
#StateOfPR
10. STATE OF PR 2016
DEMOGRAPHIC PROFILE
AGE
18 to 24 7%
25 to 34 32%
35 to 44 29%
45 to 60 27%
Over 60 4%
SEX
Female 66%
Male 34%
UNIVERSITY EDUCATION
Graduate 85%
Non-graduate 15%
The following charts break down the basic demographic profile of all survey
respondents. Respondents were asked a series of simple profiling questions
about age, sex, type of university eduction and their location. Industry specific
questions were also asked to establish the type of organisation they work in,
their level of seniority and how many years they’ve worked in PR.
10
❰ CONTENTS
#StateOfPR
11. STATE OF PR 2016
DEMOGRAPHIC PROFILE
LOCATION
Channel Islands 1%
East of England 6%
East Midlands 4%
London 27%
North East 3%
Northern Ireland 3%
North West 8%
Scotland 8%
South East 12%
South West 8%
Wales 4%
West Midlands 4%
Yorkshire & Humber 5%
Outside the UK 8%
11
❰ CONTENTS
#StateOfPR
12. STATE OF PR 2016
DEMOGRAPHIC / PROFILE
ORGANISATION TYPE
In-House Private Sector 22%
In-House Public Sector 24%
In-House Not-for- Profit/NGO 16%
Consultancy/Agency 25%
Independent Practitioner 13%
SENIORITY
Intern/Trainee <1%
Assistant/Executive 9%
Officer 20%
Manager 35%
Head of Comms/Associate Director 19%
Director/Partner/MD 12%
Owner 5%
Other (please specify) 1%
YEARS IN PR
0 to 2 years 12%
3 to 5 18%
6 to 10 22%
11 to 15 16%
16 to 20 14%
21+ 17%
12
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#StateOfPR
14. LOCATION
London
Midlands & East England
North England
South England (inc. C.I.)
Northern Ireland
Scotland
Wales
SEX
Female
Male
67%
62%
33%
38%
28%
25%
13%
15%
14%
17%
21%
23%
2%
3%
9%
8%
5%
2%
AGE
18 to 24
25 to 34
35 to 44
45 to 60
Over 60
4%
9%
37%
25%
33%
26%
24%
33%
2%
7%
STATE OF PR 2016
DEMOGRAPHIC / ORGANISATION TYPE
In-house Consultancy
Key
In-house Consultancy
Key
In-house Consultancy
Key
This section breaks down the demographic profiling of respondents into all
of those who identified working In-house and those working in Consultancy
or as an Independent Practitioner.
14
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#StateOfPR
15. UNIVERSITY
EDUCATION
Graduate
Non-graduate
YEARS IN PR
0 to 5
6 to 10
11 to 20
21+
SENIORITY
Non-manager
Manager
Head of Comms/
Associate Director
MD/Partner/Owner
87%
84%
12%
15%
33%
25%
26%
17%
30%
31%
11%
28%
33%
20%
39%
24%
21%
12%
5%
43%
STATE OF PR 2016
DEMOGRAPHIC / ORGANISATION TYPE
In-house Consultancy
Key
In-house Consultancy
Key
In-house Consultancy
Key
15
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#StateOfPR
17. 21%
2%
-%
1%
52%
45%
18%
11%
17%
34%
43%
35%
9%
17%
37%
48%
1%
1%
2%
6%
AGE
18 to 24
25 to 34
35 to 44
45 to 60
Over 60
SEX
Female
Male
STATE OF PR 2016
DEMOGRAPHIC / SENIORITY
73%
70%
60%
48%
27%
30%
40%
52%
Non-manager Manager Head of Comms MD/Partner/Owner
Key
Non-manager Manager Head of Comms MD/Partner/Owner
Key
This section breaks down the demographic profiling of
respondents into broad groups relating to the level of seniority
they identified. For consolidation, Independent Practitioners
have been included in the ‘MD/Partner/Owner’ category.
17
❰ CONTENTS
#StateOfPR
21. STATE OF PR 2016
DEMOGRAPHIC / LOCALITY
AGE
London Midlands & North South Northern Scotland Wales
East England England England Ireland
18 to 24 8% 8% 11% 6% 13% 1% 13%
25 to 34 36% 25% 30% 30% 43% 39% 33%
35 to 44 28% 30% 27% 31% 15% 24% 36%
45 to 60 25% 30% 29% 29% 18% 35% 19%
Over 60 3% 7% 3% 5% 13% 2% 0%
SEX
London Midlands & North South Northern Scotland Wales
East England England England Ireland
Female 62% 62% 67% 70% 75% 73% 75%
Male 38% 38% 33% 30% 25% 27% 25%
UNIVERSITY EDUCATION
London Midlands & North South Northern Scotland Wales
East England England England Ireland
Graduate 91% 79% 80% 79% 80% 88% 94%
Non-graduate 9% 20% 19% 21% 20% 11% 6%
YEARS IN PR
London Midlands & North South Northern Scotland Wales
East England England England Ireland
0 to 5 years 32% 28% 31% 30% 30% 33% 34%
6 to 10 24% 16% 24% 24% 24% 16% 27%
11 to 20 28% 36% 29% 28% 21% 32% 29%
21+ 16% 20% 16% 19% 24% 19% 11%
This section breaks down the demographic profiling of respondents into
their location – where they identified they were based. For consolidation,
respondents from the Channel Islands have been included in South of
England. Respondents who identified as being based ‘Outside of the UK’
have been excluded.
❰ CONTENTS
#StateOfPR21
22. STATE OF PR 2016 3
OPERATIONAL
TASKS &
BUDGET SPEND
In line with the growing remit of
PR, and continued alignment with
marketing, content creation is
now the primary way a majority
of professionals spend most, or at
least some, of their time.
❰ CONTENTS
#StateOfPR
23. STATE OF PR 2016
OPERATIONAL TASKS
& BUDGET SPEND
Respondents were asked to consider how much time they spent
working across various operational areas of PR.
Following this, respondents were asked the three most common
items that PR budget is spent on, excluding staff costs.
SENIORITY
Content creation
Media relations
Content curation
TOP THREE TASKS
OCCUPYING 'MOST OF'
PR PROFESSIONALS' TIME
33%
44%
37%
21%
15%
33%
39%
36%
29%
20%
21%
28%
27%
13%
5%
All
Non-manager
Manager
Head of Comms/ADs
MD/Partner/Owner
Key
23
❰ CONTENTS
#StateOfPR
24. STATE OF PR 2016
OPERATIONAL TASKS
& BUDGET SPEND
TIME SPENT ON COMMON
PR OPERATIONAL TASKS Most or Only
some of occasional
my time or no time
Account management and client handling 51% 49%
Advice and guidance on corporate governance 27% 74%
Advertising 15% 85%
Audience segmentation and analysis 32% 68%
Branding 41% 60%
Budgeting and financial planning 40% 59%
Business planning and objective setting 54% 46%
Community management 35% 66%
Content creation 81% 19%
Content curation 63% 37%
Corporate social responsibility 27% 73%
Crisis and reputation management 55% 46%
Digital and social media management 63% 37%
Digital and social media strategy and planning 59% 41%
Email marketing 22% 79%
Event management 36% 64%
Grammar and proofreading 64% 36%
Internal communications 53% 48%
Influencer relations 49% 51%
Measurement and evaluation 55% 45%
Media relations 72% 28%
People and performance management 41% 59%
Photo and video creation and editing 28% 72%
Pitching 32% 69%
Project management 61% 39%
Public affairs and Lobbying 20% 79%
Research 36% 65%
Search engine marketing 5% 94%
Stakeholder mapping 29% 70%
Strategic planning 58% 41%
Web design and coding 12% 89%
COMMON AREAS OF PR BUDGET SPEND
Media relations
Event management
Social or digital media management
Internal communications
Consumer or public campaigning
Research, planning and measurement
Public affairs/lobbying
Corporate social responsibility
Contributing to business strategy
Strategic planning
Crisis management
41%
39%
34%
25%
24%
18%
12%
11%
8%
8%
7%
24
❰ CONTENTS
#StateOfPR
25. STATE OF PR 2016 4
COMPETENCIES
& SKILLS DEMAND
PR pros continue to believe their
strongest skills are soft ones –
with writing remaining top of the
pile. From HTML to SEO, new
technical competencies remain
the weakest – with little or no
increase in demand of these skills
from potential employers.
#StateOfPR
❰ CONTENTS
26. STATE OF PR 2016
COMPETENCIES
& SKILLS DEMAND
Respondents were asked to rank their strongest and weakest
competencies in a bid to reveal areas required for further training
and development.
Following this, consultancy and in-house professionals tasked with
hiring new employees were asked to reveal the specific skills they
require of new junior and senior recruits in PR.
Written communication – traditional
Interpersonal skills
Attention to detail
Leadership and management skills
Strategic management
Creativity
Content creation
Organisational skills
Knowledge of current affairs and industry trends
Written communication – digital/social
Oral communication
Project management
Event management
Behavioural psychology
Pitching
Measurement & evaluation
Research
Community management
Content curation
Time management
Photo/video editing
Budgeting and financial planning
Qualitative data analysis
Quantitative data analysis
Search engine optimisation (SEO)
Email marketing
HTML and coding
35%
31%
27%
26%
22%
22%
21%
19%
16%
14%
14%
10%
6%
6%
5%
5%
4%
4%
3%
3%
2%
2%
1%
1%
0%
0%
0%
STRONGEST PERCEIVED
COMPETENCIES
BY RESPONDENTS
26
❰ CONTENTS
#StateOfPR
27. STATE OF PR 2016
COMPETENCIES
& SKILLS DEMAND
TOP TEN
SKILLS IN DEMAND OF
JUNIOR HIRES IN PR
Written communication - traditional 87%
Attention to detail 82%
Interpersonal skills 79%
Written communication – digital/social 77%
Oral communication skills 74%
Creativity 69%
Time management 61%
Knowledge of current affairs
and industry trends 50%
Content creation 49%
Research 22%
TOP TEN
SKILLS IN DEMAND OF
SENIOR HIRES IN PR
Leadership and management skills 82%
Strategic management 77%
Interpersonal skills 75%
Knowledge of current affairs
and industry trends 75%
Project management 71%
Written communication – traditional 71%
Organisational skills 71%
Budgeting and financial planning 68%
Attention to detail 68%
Oral communication 65%
TOP FIVE
STRONGEST PERCEIVED COMPETENCIES
BY MEN
Written communication – traditional 38%
Leadership and management skills 32%
Strategic management 25%
Interpersonal skills 25%
Attention to detail 24%
TOP FIVE
STRONGEST PERCEIVED COMPETENCIES
BY WOMEN
Interpersonal skills 34%
Written communication 34%
Attention to details 29%
Leadership and management skills 23%
Organisational skills 23%
27
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#StateOfPR
28. STATE OF PR 2016 5
PAY &
REWARD
The average annual earnings
for a PR professional is £48,196.
Despite this relatively high figure,
a PR pro in London earns on
average 31% more than a PR pro
based elsewhere in the UK.
❰ CONTENTS
#StateOfPR
29. STATE OF PR 2016
PAY & REWARD
For all In-house and consultancy/agency professionals all data
relates to the average annual gross basic salaries. For independent
practitioners they were asked to record their annual business
turnover at the end of the last financial year. For the first time, key
findings combine figures for the two types into an average annual
earnings figure. Data shared is the mean1
.
1
The mean instead of the median
is the preferred method used
by Survation. Within this mean
calculation, all outlier values have
been removed.
£24,570
N/A
£24,570
£34,069
£59,000
£34,069
£52,566
£62,121
£53,264
£60,530
£71,597
£62,536
£47,126
£103,943
£74,874
AGE
18 to 24
25 to 34
35 to 44
45 to 60
Over 60
In-house/Consultancy IPs Combined
Key
29
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#StateOfPR
30. In-house/Consultancy IPs Combined
Key
In-house/Consultancy IPs Combined
Key
STATE OF PR 2016
PAY & REWARD
£53,393
£119,632
£56,938
£41,953
£63,775
£44,391
£39,158
£49,570
£40,147
£42,138
£74,135
£46,555
£31,511
£100,000
£40,348
£41,616
£65,167
£42,856
£40,302
£24,000
£39,095
LOCATION
London
Midlands & East England
North England
South England (inc. C.I.)
Northern Ireland
Scotland
Wales
UNIVERSITY
EDUCATION
Graduate
Non-graduate
£45,279
£63,220
£46,677
£48,716
£105,581
£59,025
30
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#StateOfPR
31. ORGANISATION TYPE
In-House Private Sector
In-House Public Sector
In-House Not-for- Profit/NGO
Consultancy/Agency
Independent Practitioner2
£51,075
£39,966
£43,498
£47,383
£74,255
SENIORITY
Non-manager
Manager
Head of Comms/Associate Director
MD/Partner/Owner
£27,587
£39,443
£60,393
£74,612
YEARS IN PR
0 to 5
6 to 10
11 to 20
21+
£29,323
£79,000
£29,810
£43,754
£68,000
£44,570
£55,643
£60,862
£56,271
£69,212
£85,859
£73,766
2
Annual business turnover
and not salary.
STATE OF PR 2016
PAY & REWARD
In-house/Consultancy IPs Combined
Key
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32. STATE OF PR 2016 6
GENDER
BALANCE &
EQUAL PAY
The gender pay gap in PR is
£15,040. This is despite a close-to
50/50 gender balance across the
most senior roles.
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33. STATE OF PR 2016
GENDER BALANCE & EQUAL PAY
Gender balance in relation to levels of seniority is shared to put
data relating to equal pay and the gender pay gap in context.
This information has been gleaned from the demographic profile of
respondents. Independent practitioners have been factored
in as 'Owners' in the first chart, but they have been excluded
from the following two charts. All findings remain more or less
unchanged from previous year's reports.
73%
70%
60%
48%
27%
30%
40%
52%
Non-manager Manager Head of Comms/ADs MD / Partner / Owners / IPs
Key
Non-manager Manager Head of Comms/ADs MD / Partner / Owners / IPs
Key
Non-manager Manager Head of Comms/ADs MD / Partner / Owners / IPs
Key
SENIORITY BY SEX
Female
Male
SENIORITY BY SEX –
IN-HOUSE ONLY
Female
Male
SENIORITY BY SEX
CONSULTANCY ONLY
Female
Male
74%
67%
61%
45%
26%
33%
39%
55%
69%
81%
59%
49%
31%
19%
41%
51%
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34. STATE OF PR 2016
GENDER BALANCE & EQUAL PAY
£41,603 £53,301 £58,348 £42,976£96,980 £58,015
Female Female FemaleMale Male Male
Analysis of earnings reveal that a gender pay gap of £15,040 exists in PR.
To understand this in greater detail, multiple linear regression analyses3
on a
range of independent variables were conducted to reveal factors that influence
the earnings of PR professionals.
3
Multiple linear regression was employed to help determine to what extent gender could predict salary when controlling for other factors and also how strong this
prediction is compared to the other variables considered. All variables considered displayed a significant bivariate correlation with salary and thus all were used in the
multivariate regression analysis. A direct method was used for the multiple linear regression analyses. The five variables produced an adjusted R2 of .25 (F (5, 1190) =
81, p < .001) for the prediction of salary. Individual variables results that were significant predictors were gender (Beta = -.08, p = 0.002), level of seniority (Beta = .328,
p < .001), and number of years in PR (Beta = .186, p < .001). However, being a university graduate (Beta = -.027, p = .286) and whether you work in a public or private
company (Beta = -.047, p = 0.076) were not significant predictors of salary.
4
Respondents who did not work in the UK were excluded from the data collected. Additionally, edge cases of salary (below £5,000 and above £500,000) were
excluded. Predictive variables that were included were gender, whether or not you are a university graduate, seniority, whether you work in a public or private company,
and number of years working within the PR industry.
In-house/Consultancy IPs Combined
Key
The results of this analysis show that gender has the third largest overall impact
on a PR professional’s earnings, after level of seniority and years in the industry.
The analysis suggests that when performing the same role, men are on average
being paid £6,004 more than women after controlling for other factors.
TOP THREE
FACTORS
INFLUENCING
EARNINGS
£ influence on earnings
Seniority £8,223
Years in PR £695.80 (per year)
Gender £6,004
THE PR GENDER PAY GAP
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35. -£ 1,290.64
-£ 1,496.51
-£ 5,634.75
-£ 24,770.47
-£11,576.12
-£5,538.93
-£2,550.80
-£22,204.96
-£38,631.96
STATE OF PR 2016
GENDER BALANCE & EQUAL PAY
For the first time, the gender gap has been cross-analysed by three different
demographics in an attempt to offer greater insight into the issue.
DIFFERENCE IN EARNINGS BETWEEN
WOMEN AND MEN BY SENIORITY
DIFFERENCE IN EARNINGS BETWEEN
WOMEN AND MEN BY ORGANISATION TYPE
Non-Manager
Manager
Head of Comms /
ADs
MD / Partner /
Owner / IPs
In-House
Private Sector
In-House
Public Sector
In-House
Not-for-Profit/NGO
Consultancy/Agency
Independent
Practitioner
+£2,651.15
-£ 285.25
-£ 13,025.80
-£ 13,760.53
-£ 50,779.41
DIFFERENCE IN EARNINGS BETWEEN
WOMEN AND MEN BY AGE
18 to 24
25 to 34
35 to 44
45 to 60
Over 60
This data clearly evidences that the gender pay gap exists for multiple reasons. Seniority is
the biggest single determining factor, but the type of organisation is also important, despite
there being a close to 50/50 split of men and women operating at the most senior level across
all types of organisations. This strongly indicates that the highest-paid roles in the industry
remain unattainable to women, especially for those working in Consultancy, or choosing to
work as Independent Practitioners.
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36. STATE OF PR 2016 7
DIVERSITY
BAME PR pros make up 10% of
practitioners across the profession.
Despite this, in all but one area of
diversity, a majority of PR pros now
agree that campaigns carried out by
diverse teams are more effective.
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37. STATE OF PR 2016
DIVERSITY
This section contains information relating to the demographic
profile of PR professionals in relation to ethnicity, disability, sexuality
and religion. Data relating to the age and gender split of all PR pros
is shared within the first demographic profile section of this report.
Respondents were also asked a series of questions about the
effectiveness of diverse PR teams to assess whether they agreed,
disagreed or were unsure about a series of statements relating
to ethnicity, age, disability, culture, gender balance and disability.
ETHNICITY
White 88%
Black/African/Caribbean/Black British 4%
Asian/Asian British 3%
Mixed/Multiple Ethnic Group 2%
Other Ethnic Group 1%
Prefer not to say 2%
DISABILITY
Yes 5%
No 92%
Prefer not to say 3%
SEXUALITY
Heterosexual 86%
Lesbian 1%
Gay 3%
Bi-sexual 2%
Other 1%
Prefer not to say 8%
RELIGION
Christianity 41%
Islam 2%
Judaism 1%
Sikhism 1%
Hinduism 1%
Buddhism 1%
No religion 44%
Other (please state) 2%
Prefer not to say 8%
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38. Ethnically diverse
Socially diverse
Of all ages
Representative of the
audience(s) they are
communicating with
Culturally diverse
Made up of a proportionate
number of men and women
Made up of a proportionate
number of people with and
without disabilities
ATTITUDES TO DIVERSITY
Are PR campaigns more effective
when delivered by teams who are...?
51%
27%
22%
68%
18%
14%
65%
21%
14%
62%
27%
11%
64%
20%
15%
52%
30%
17%
27%
39%
35%
Agree Disagree Don’t know
Key
STATE OF PR 2016
DIVERSITY
The only statement that the majority of respondents disagreed with related to disability.
Just over a quarter (26%) of professionals agreed that public relations campaigns are
more effective if practiced by teams comprising of a proportionate number of people
with and without disabilities, whilst 39% disagreed. Interestingly, consultancy professionals
were far more likely to disagree with all of the statements relating to diversity.
Data relating to attitudes to diversity is broadly consistent with last year’s survey results.
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39. STATE OF PR 2016 8
FURTHER ISSUES
& CURRENT DEBATES
PR pros judge themselves to a
different standard than when
compared to other professions;
convergence across the marketing
mix shows little sign of slowing
down, and the under-representation
of PR at board level is cited as the
biggest future challenge.
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40. STATE OF PR 2016
FURTHER ISSUES
& CURRENT DEBATES
A series of questions relating to perceptions of professionalism,
happiness and wellbeing, cross-industry convergence and
challenges of the future were asked of all respondents.
Satisfying clients/
employers
Commitment to industry
codes of practice
Levels of training and
qualifications
Chartered Status,
CPD or similar
Membership of a
professional body
51%
31%
17%
20%
13%
25%
10%
13%
9%
12%
HOW DO YOU PRIMARILY JUDGE
THE PROFESSIONAL STANDARDS OF...?
PROFESSIONALISM
Respondents were asked, for comparative
purposes, how they judge the professional
standards of lawyers, accounts and other
professionals, and how they judge the
professional standards of PR practitioners.
PR pros Other professions
Key
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41. 40%
47%
HAPPINESS AND WELLBEING
Respondents were asked to rate their current level of happiness and
wellbeing in the workplace, on a scale where 1 is extremely happy
and 5 is not happy at all.
HAPPINESS
AND WELLBEING
42% are extremely
happy or happy
in the workplace
30% are somewhat
unhappy or not at all happy
in the workplace
18 to 24
25 to 34
35 to 44
45 to 60
Over 60
40%
37%
43%
46%
55%
42%
30%
AGE
extremely happy or happy
Female
Male
SEX
extremely happy or happy
STATE OF PR 2016
FURTHER ISSUES
& CURRENT DEBATES
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42. London
Midlands & East England
North England
South England (inc. C.I.)
Northern Ireland
Scotland
Wales
40%
41%
50%
44%
30%
45%
41%
LOCATION
extremely happy or happy
In-House Private Sector
In-House Public Sector
In-House Not-for- Profit/NGO
Consultancy/Agency
Independent Practitioner
38%
40%
41%
43%
53%
ORGANISATION TYPE
extremely happy or happy
Non-manager
Manager
Head of Comms/Associate Director
MD / Partner / Owner
37%
38%
43%
50%
SENIORITY
extremely happy or happy
HAPPINESS AND WELLBEING
STATE OF PR 2016
FURTHER ISSUES
& CURRENT DEBATES
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43. Social/Digital
Marketing
Events
Customer Service
IT
HR
Advertising
Sales
76%
59%
43%
38%
36%
32%
32%
28%
DEPARTMENTAL CONVERGENCE BETWEEN PR
AND OTHER DEPARTMENTS
Social or digital media management
Internal communications
Media relations
Crisis management
Strategic planning
Contributing to business strategy
Event management
Consumer or public campaigning
Corporate social responsibility
Research, planning and measurement
Public affairs/lobbying
72%
57%
55%
53%
53%
49%
45%
44%
40%
40%
32%
CONVERGENCE FROM COMMON PR TASKS TO
OTHER DEPARTMENTS
CONVERGENCE
The survey looked at cross-sector convergence
on a macro-level and a micro-level, for example
which areas of PR practice have converged with
the departments who now work more closely
with public relations than when compared to
two years ago.
STATE OF PR 2016
FURTHER ISSUES
& CURRENT DEBATES
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44. Copywriting
Branding
Content marketing
Sponsorship/events
Website design and coding
Print and design
Strategic partnerships
Relationship marketing
Advertising
Search engine marketing
Market research
Customer satisfaction surveys
Prize draws, competitions and promotions
Online customer service
CRM management
Lead generation
Product placement
Product development
Pricing
59%
58%
52%
49%
43%
41%
41%
37%
34%
32%
31%
28%
28%
26%
24%
19%
14%
10%
4%
CONVERGENCE TO PR OF COMMON TASKS LED
BY MARKETING AND OTHER DEPARTMENTS
STATE OF PR 2016
FURTHER ISSUES
& CURRENT DEBATES
CONVERGENCE
FUTURE CHALLENGES
Under-representation of PR
practitioners at board level
Changing social and
digital landscape
The poor reputation of PR in
wider society
An expanding skill set
required of professionals
Convergence with other
marketing disciplines
A lack of collective self-belief
and confidence
Lack of diversity amongst PR
professionals
Automation
42%
38%
38%
31%
27%
10%
9%
7%
RESPONDENTS WERE ASKED ABOUT A
SERIES OF CHALLENGES THAT THE PR
PROFESSION FACES IN THE FUTURE.
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45. INSIGHT TO INFORM____
#StateOfPR
Chartered Institute of Public Relations
52–53 Russell Square
London WC1B 4HP
+44 (0)20 7631 6900
qualifications@cipr.co.uk
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