How can PR leaders demonstrate a true investment in women to accelerate progress?

It has been heartening to witness the support so many PR agencies have shown PR Mums [a community-led platform offering former PRs a pathway back into the industry after starting a family] since our inception last year.

But with the PR Population report showing that despite 60% of PR professionals being women, just 46% are directors, it is clear we still have an incredibly long way to go before we can say that - as an industry - we really, truly invest in women. 

Here are six considerations for agency leaders:

1. Rethink what ‘good’ looks like. As a service- based industry we can often fall into the trap of ‘needing’ to be on-call 24/7 for our clients. Why? Do clients genuinely expect us to do that? Are we actually saving lives? (No). Together, we have inadvertently set a precedent that means ‘always on’ equals dedication and anything less than that means we aren’t committed to our jobs. As workforce expectations continue to evolve, now is the time for PR industry leaders to take stock and redefine systems and processes that were set in the 80s to enable everyone (not just parents) to contribute their best work.  

2. It is only when men are enabled to take leave properly that women can feel able to fulfil their potential. A policy that enables equal leave for all parents is what we should be aiming for within the industry. By normalising fathers taking leave we can start to shift age-old expectations around who is best placed to take a lead on childcare and really challenge the government’s flawed perspective that two weeks is sufficient for the non-birthing parent. 

3. Policy change is just the start: we need to make fundamental changes to ways of working to enable everyone to thrive. That requires time and dedication from leadership and agencies need to commit concerted efforts to this if they are to remain relevant and appealing to new talent as well as supportive of existing talent. Covid has taught us that we can adapt ways of working with relative ease and still be incredibly productive. Rather than consigning that to history, let’s use it as impetus to continue to evolve.

4. Change comes from the top and leaders need to lean into changes in mindset and behaviours. The onus should never be on parents to ‘make it work’ but for agencies to provide a working culture and environment that presents opportunities rather than barriers. I’ve spoken to plenty of agency leaders who talk about the ‘inconvenience’ of having working parents on their teams. This kind of language is just not helpful and - given a lot of management skills in PR are essentially learned behaviours - we’re just perpetuating problems for the next generation or two currently rising through the ranks. Instead, focus on what a return to work or onboarding process looks like for parents re-entering the workforce - either to their previous role or potentially coming into a brand new role and agency. 

Don’t make any assumptions about what people do or do not have time to do – ask them! Don’t automatically give working parents ‘less challenging work’ which in turn will limit progression and growth. And make the practical things easy – if someone is still breastfeeding ensure there are private rooms to pump, dedicated fridge space to store milk etc. Be proactive rather than waiting until the situations present themselves for you to quickly find a solution. 

5. Recognise the different and new perspectives that working parents bring. The best campaigns are created when multiple viewpoints have fed into the strategy and ideation process. We need to understand that the skills we develop as parents mean we are well-equipped to deal with ‘the unknown’, last minute changes of plans, crises etc in a way that non-parents can’t. It’s not better or worse. But it is different. And that difference should be valued.

6. Understand that parenting is an ever-evolving responsibility. There are different life cycles to parenting and of course the needs of a baby and toddler are vastly different to teenagers about to sit their A-levels. But all scenarios require headspace and more often than not, the older the child, the more likely your team member is going to be experiencing perimenopause or menopausal symptoms or be under pressure with other caring responsibilities for ageing relatives. Rather than letting women – with years of valuable experience and expertise – just leave the industry, leaders need to find workable solutions. 

The Agency Debates – a joint initiative between PR Mums and the CIPR Greater London Group – is a rallying cry for industry change, focused on discussing sustainable futures and how to retain talent. Together, I hope we will be able to create genuine systems change in the industry that, ultimately, will enable not ‘just mums’, but everybody to thrive in their careers. 
 

Shilpa Saul is the inclusive communications director at The Unmistakables and one of the ‘founding mothers’ on the board of PR Mums – the pioneering hybrid recruitment company, community hub and events platform. It connects PRs who have taken time out for childcare with employers.

The Agency Debates is an event series from PR Mums and CIPR Greater London Group in partnership with a different agency every other month. Its focus is to debate, discuss, resolve and challenge anything that impacts a woman and her career.

Find out more about International Women's Day 2024 (8 March) and the aims to achieve gender equality. If posting on social media, use the hashtag #InvestInWomen