How to win the PR talent war? Lean into empathetic leadership

We know there’s an ongoing war for talent. In and outside PR, headlines abound about the struggle to fill the one million job vacancies across the UK in a host of sectors.

In the post-pandemic landscape, people’s priorities have changed. Salary is of course crucial, as employees contend with a cost of living crisis. But it’s no longer all about money, perks or benefits; people increasingly want employers to share their beliefs and values: 56% say they won’t consider working for a business which doesn’t, and 54% said they’d take a pay cut to work for a company that does. Younger workers, in particular, are attracted to diverse and inclusive companies where traditionally marginalised groups are valued and supported.

For communications professionals, the always-on pace of the 24-7 media landscape is challenging. Always being switched on, at times when we all, as humans, need time to switch off, can be a recipe for burnout. So it’s more essential than ever for companies to support people’s well-being, alongside their career progression. 

To not only recruit, but maintain people in a talent shortage, employers must value well-being  as a key consideration. And this is coming from the top down: 81% of C-suite employers surveyed by Deloitte  said improving their well-being was more important than advancing their career.

People are increasingly seeking-out companies that encourage empathy and authenticity, displayed by leadership teams and managers, trickling down to all levels of seniority.

We’re seeing empathy become increasingly valued from our political leaders too. Just look at the tributes when former New Zealand prime minister Jacinda Ardern stepped down, and last month when Scotland’s First Minister Nicola Sturgeon announced she was resigning, with both women praised for their honesty, openness and humanity. 

In our agency, and across the PR community, these sentiments are  ringing out loud and clear. After all,  our job is to connect, engage and communicate with society, we must engage with our own people too. 

Ensuring that ALL people feel valued, and empowered is crucial within agencies, and in the work we deliver in the PR discipline. Regardless of age, gender, ethnicity, religion, sexuality or disability, everyone must be represented, and employees will seek out the agencies that are led by diversity and inclusion. 

At Folk, we recently rebranded with an increased focus on producing inclusive communications. We evolved to meet the needs of our people and the world around us. Our refocused mission is beginning to attract people aligned with our values which I think is because we’re clearer about what we stand for.

I believe that all comms agencies should adapt their hiring systems, based on people’s principles and passions, not just their skills, and really try to understand someone’s north star and how that can bring something unique to the team, rather than whether they fit the exact job description. 

People go through all kinds of challenges in life, the pandemic highlighted this, and people need to know employers are there. This doesn’t mean you meet every demand, but it does mean trying to demonstrate understanding, kindness and empathy. We need to let people be their authentic selves at work and encourage leadership that’s driven by the heart not just the head.

It’s all about demonstrating that your workplace culture is authentic and empathetic and can support people, wherever they are personally and professionally. Of course, it’s not always possible to get it right. But if we can lean into empathetic leadership, we will not only attract talent, but build more engaged, happier teams that can deliver better work for our clients. 

Sharon Flaherty is CEO of Folk