Does being a PR on a fixed-term contract stifle your professional development?

Like many CIPR members, Tessa* views training and development as the key to staying fresh and relevant in an ever-evolving PR landscape. 

Yet, like many CIPR members, the senior communications manager is also on a fixed-term contract. Having worked in several fixed-term roles over the past five years, her desire to learn is frequently foiled by an unlikely foe: employers resistance to give her time off to attend training courses. As such, Tessa usually funds these courses herself. 

“To take a day off for training, I’d probably have to take a day’s unpaid holiday – which costs me,” she says. “Combine that with the price of the conference and transport to London, and it could end up costing me hundreds of pounds. There are some great courses out there, but quite frankly, I can’t afford to do them unless there’s a lottery win… I’m stuck-in-the-middle.” 

However by denying Tessa the opportunity to attend training courses, her employer could be breaking the law. 

According to the Fixed-term Employees (Prevention of Less Favourable Treatment) Regulations 2022, staff on fixed-term contracts are entitled to the same employment rights as their permanent colleagues, such as pay and conditions, benefits packages, holiday entitlement, statutory sick pay and… training. 

The reluctance of companies to invest in training for fixed-term employees stems from the ephemeral nature of fixed-term roles. Many employers assume that because fixed-term staff are likely to leave once their contract finishes, any benefits of training are likely to be short-lived. 

Whether it’s a year-long maternity leave cover or a contract to work on a campaign, fixed-term roles are commonplace in the PR industry. A quick search on LinkedIn reveals a spate of fixed-term vacancies ranging from three to 18 months. 

Tessa – who is actively looking for a full-time role – feels employers often pigeonhole her as a fixed-termer who’s happy flitting from one-job-to-the-next.  

“Some employers view you being a ‘flight risk’, which absolutely isn’t the case: when I’m in a fixed-term job, I really want to do my best and stay there,” says Tessa. “It’s led to me feeling boxed-in when it comes to looking for jobs: people assume I’m only looking for one type of job.” 

Fixed-termers also face difficulties explaining their squiggly careers in job interviews, or succinctly distilling the breadth of experience they’ve acquired in these roles in their CVs/LinkedIn profiles. “We can’t wax lyrical about our jobs in the same way as people who have been in full-time roles,” says Tessa, adding that employers view those with non-linear career backgrounds as “not being ‘corporate’ enough”. 

She also feels her fixed-term status prevents her from being offered public speaking, webinar and mentoring opportunities – all of which could progress her career.  

“When it comes to webinars or keynote speaking, people don’t take me seriously because I don’t have a title that sits against me,” she says. “I’m confident in my own skills and have a lot of expertise to share, but I feel [this attitude] limits me.” 

With one in four UK PR firms making redundancies in 2024, the industry is set to see more professionals moving into fixed-term roles.  

“We need to reframe how we [as fixed-termers] speak to recruiters/hiring managers,” says Tessa. “How do we show them what our career looks like from entry-level to C-suite and benefits we can bring?” 

“We’re one big family in the comms industry: we help and learn from each other,” she adds. “Not being able to join that conversation, – because we can’t attend training/events – makes me sad. I and other fixed-termers would love to be included. But right now, we’re not.” 

What can fixed-term PRs do about their lack of training/development?

Expert Victoria McLean, CEO and founder of careers consultancy CityCV, offers her advice.

I’m a PR in a fixed-term role and would like to request training. What advice do you have? 

Victoria says: “Too often, fixed-termers internalise the idea they’re ‘lucky’ to have the role, especially when it’s a coveted campaign or high-profile organisation. I often hear from clients [particularly mid-career PRs] who say, “I didn’t want to rock the boat” and then pay for a £400 strategy course just to keep their skillset sharp. But you shouldn’t be subsidising your own role. 

Request a conversation early in the contract, come with some examples of affordable or time-sensitive training options and show how that training links directly to the goals of the campaign or results you need to deliver. This frames the training as a mutually beneficial investment. Plus, it’s a lot harder [for the boss] to say no to something when all the legwork has been done for them. 

If your employer still says no, at least you’ve planted the idea. Sometimes, all it takes is one confident conversation to shift the culture.” 

If I’m forced to negotiate with my boss about training, how should I handle it? 

“The trick is to avoid sounding like you’re asking for a favour. Instead, position yourself as a partner in performance. Here’s a template: 

‘I’ve spotted a training opportunity that would really sharpen the way I approach [specific task or challenge relevant to the role]. Given the fast pace of this project and the outcomes we’re aiming for, it would help me deliver more value, quickly. It’s directly relevant to what I’m doing here, and I’d love to explore whether it’s something the team could support.’ 

When you show the employer how their return on training investment could land within weeks, not years, it becomes harder to argue with.”  

When should I put in my request for training? 

“Timing is crucial. The best moment to raise this isn’t when you’re overwhelmed mid-project; it’s in your onboarding window – when everything’s still being set up and there’s goodwill to tap into. One PR contractor I coached negotiated access to training on her second day. She didn’t wait to prove herself: she framed it as an essential to doing the job well. And it worked!” 

And if they still say no?  

“If your employer is flat-out refusing to give you access to training, especially if they’re giving it to permanent colleagues, you’re dealing with a potential legal issue. It’s a breach of the Fixed-term Employees Regulations and you’re well within your rights to raise it. 

I understand the fear. PR is a small world. People worry speaking up will blacklist them from future gigs. I’d encourage PRs to document everything. Then, have a conversation with HR or your line manager, framing it as a query rather than a complaint: ‘Can you help me understand why this training isn’t available to me?’ 

If this route fails, you can get support from professional bodies such as the CIPR and The Advisory, Conciliation and Arbitration Service (ACAS).” 

If I attend a training course, what’s the best way to leverage that knowledge within the workplace? 

“Don’t let the knowledge sit idly in the pages of a notebook or Google Doc. If you’ve learned something new and potentially game-changing, put it into practice straight away – and talk about it.  

I knew one PR lead who did a weekend data storytelling course, then used her Monday team meeting to show everyone how to rework their media reporting dashboards, making them sharper, visual and far more client-friendly. It was a small move but elevated the agency’s reporting standards.” 

How do I avoid coming across as a ‘flight risk’ when writing my CV/LinkedIn profile?  

“This fear is real and sadly, still reinforced by outdated hiring attitudes.  

Don’t scatter a list of short stints down your CV like confetti. Group them under a cohesive banner – ‘Contract PR Consultant’ for example – and frame them as a continuous career path. Focus on the outcomes you delivered: employers care less about the length of your roles and more about what you achieved in a short time-frame, and how you’ve worked with others.  

On LinkedIn, make your intention clear. ‘Now looking for a permanent opportunity to apply my campaign experience in a longer-term strategic role’.  

I’ve acquired so many skills in my fixed-term roles. How can I condense these on my CV/LinkedIn profile?  
“Think of your skillset as a campaign. If you try to say everything to everyone, you’ll say nothing to anyone. Start by asking yourself: ‘What do I want to be known for now? What kind of roles, clients or conversations do I want to attract?’ 

Then cluster your skills around these goals. Use umbrella terms such as ‘Strategic Campaign Delivery’ or ‘Senior Stakeholder Engagement’ and back them up with examples. Focus on outcomes, not activities. Nobody wants to know how many press releases you’ve written. But turning a low-engagement campaign into one that tripled media coverage or repositioned a brand’s public image? That’s something to shine a light on.” 

Advice for employers/ hiring managers 

Victoria McLean, CEO and founder of careers consultancy CityCV, offers her advice.

Why should I fund a fixed-term employee’s training when they could be off in six months’ time?  

Victoria says: “Short-term contracts don’t mean short-term thinking. Yes, they might leave in six months. But what if they don’t? I’ve seen agencies lose exceptional talent because they withheld investment early on. 

I get the budget concerns, but development doesn’t always mean formal training. It can be access to resources, sitting in on strategy meetings, mentoring from senior leaders. What matters is inclusion. When fixed-termers feel like part of the team, they act like it.  

When you bring fixed-termers into your development ecosystem, they give back in ways that ripple across the organisation. They mentor. They share fresh insight. They often arrive with experience from other sectors or competitors. Harness that. It’s not just fair, it’s smart. 

Best practice? To build a basic learning & development offer into all contracts. It doesn’t have to be flashy, just equitable.  

Sadly, my budget doesn’t stretch to funding training for fixed-termers… 

“Start with what you already have. Internal resources, knowledge-sharing sessions, mentoring opportunities, even past recordings from previous training sessions… all of that can be leveraged without spending a penny. The goal isn’t to tick a CPD box, but to make sure your people can do their jobs well and grow in the process. 

And be honest. Say, ‘We don’t have a budget right now, but I want to make sure you feel supported. What would help you?’ That conversation alone goes a long way.” 

I get it that fixed-termers can bring skills to my organisation. How can we make the most of this? 

“I personally adore fixed-termers. They make excellent employees, and it’s sad to see when they’re undervalued. Because really, they’re the secret weapon in a team. They’ve seen the inside of five agencies or departments in three years. They’ve adapted to 10 different work cultures. They can land in chaos, ask the right questions, and start solving problems within days. That kind of sharp learning curve makes them incredibly resilient and perceptive. 

They also bring a fresh perspective. A fixed-termer might spot inefficiencies others have stopped noticing.  

To harness that, don’t treat them as temporary. Ask them for feedback. Bring them into strategic conversations. Let them share insights from past employers. They’ve got more intel than you realise – and the motivation to prove their worth quickly.” 

Are you a Fixed Termer interested in connecting with others in the CIPR community? Let us know by completing our short expression of interest form.

*Name has been changed

Christian Koch is an award-winning journalist, editor, content strategist and brand consultant.

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