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Head of Public Affairs Tim Snowball Elected to PRCA Public Affairs Board Executive Committee

July 30, 2021

Partner and head of public affairs, Tim Snowball has been elected to the PRCA Public Affairs Board Executive Committee for 2021/22. […]

The post Head of public affairs Tim Snowball elected to PRCA Public Affairs Board Executive Committee appeared first on United Kingdom.


FleishmanHillard’s Rebecca Laurien Celebrated on PRWeek 40 Under 40 2021 List

July 27, 2021

ST. LOUIS, July 27, 2021 — FleishmanHillard’s Rebecca Laurien has been named to this year’s PRWeek 40 Under 40 list. The program recognizes senior communications counselors whose impact and skill are redefining the role of PR, communications and marketing during today’s competitive and ever-changing landscape.

Laurien, senior vice president and senior partner, serves as integration lead for one of the agency’s Top 10 clients, overseeing all workstreams across FleishmanHillard and Omnicom Public Relations Group. With nearly two decades of brand marketing, corporate media relations and executive communications experience across multiple regions, she is a servant leader whose influence helps shape her colleagues, client work and global industry standards.

Outside of work, Laurien works with The Covenant House to support homeless youth in New York, provides publicity support for her parents’ family-owned business and actively volunteers at her children’s school.

Laurien and other honorees will be featured in the July/August 2021 print issue of PRWeek and are scheduled to be celebrated at the ceremony on October 28.

Read more about the program and view the 2021 PRWeek 40 Under 40 list here.


FleishmanHillard Expands its Crisis Communications Capabilities with New Senior Appointment

FleishmanHillard UK has boosted its crisis communications capabilities with the appointment of director, Nic Daley. Nic joins the crisis team working alongside Judith “Jud” Moore, senior partner and EMEA crisis lead.

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Your Employees Are Going Above and Beyond — For More Than Two-Thirds of Them, It Isn’t Sustainable Long-Term

July 20, 2021
By Emily Barlean

Making work-related sacrifices has been the norm in the COVID-19 era. According to FleishmanHillard’s report, The New Social Contract:

  • 58% of employees report regularly balancing taking care of family and job needs at the same time
  • 42% report regularly working outside of normal hours
  • 41% report dedicating space in home to doing work for their employer
  • 36% report regularly working on days they’re meant to be off.

Yet, unless they are rewarded for doing so, the vast majority of employees (between 90%-95%) are not willing to go above and beyond regularly. In fact, only “very satisfied” employees (32%) report they are willing to happily make sacrifices for their employer without reward.

This is unfortunate not only because very satisfied workers go the extra mile, but also because unsatisfied employees — especially those regularly asked to go above and beyond without recognition — are 10% less productive and more likely to consider leaving the workplace.

So, how should companies increase employee satisfaction? The answer is not a flashy one. It doesn’t involve free coffee, weekly food trucks or tchotchke giveaways. Instead, research shows three out of five of the most important elements of the employee-employer relationship — direct enablers of employee satisfaction — are communication-driven, including:

  • Receiving accurate and honest communications
  • Clear job responsibilities and expectations
  • Working for leaders who mean and do what they say.

And the good news for employers is that these communications elements can translate directly into strategies for acknowledging employee sacrifices and supporting the employees making them. Here are some examples:

It may feel like employees need to be protected from tough news, but they appreciate receiving accurate and honest communications about the state of the business and efforts being made to minimize the sacrifices needed to achieve your strategic plan. Even if that news is less than ideal, it’s better to set expectations, share progress and show that you trust your employees by providing candid information.

No one likes to be surprised with news that they need to make an unexpected sacrifice — like working through a weekend when they’ve already made other plans. Providing clear job responsibilities and expectations for workers as soon as possible can eliminate or significantly reduce such surprises. This is especially relevant for employers that are feeling the pinch of the labor shortage and trying to staff up. Eager to hire new staff, companies may be withholding details about long hours, which could result in new hires turning over quickly. What’s more, word about misleading expectations can and will travel. This can create a domino effect that impacts an employer’s brand, which impacts ability to hire, which impacts ability to give relief to workers, which impacts satisfaction across the workforce.

Finally, working for leaders who mean and do what they say is particularly important as managers are challenged to keep up with busy workloads while operating through lower or changing staff levels. For instance, if a leader says they will roll up their sleeves and take on extra work so that their team members aren’t shouldering the heavy-lift alone, employees can become disenfranchised if that leader doesn’t follow through on that commitment. Keeping your word builds trust and loyalty, especially during times of stress and sacrifice.

It may feel like we’ve turned a corner in the pandemic in some parts of the world, but that doesn’t mean employer expectations will suddenly diminish. Although the past year and a half has cast a light on many employees’ willingness to go above and beyond for their employers, it also has underlined the sacrifices employees have made will not continue if they do not feel rewarded for making them.

In any healthy relationship, there’s a delicate balance of give and take — and the same is true for the employee-employer dynamic. Conventional — when done well — employee communications help foster this relationship by increasing employee satisfaction that results in a willingness to consistently and sustainably make the necessary work-related sacrifices to drive the business forward.


Introduction to the Authenticity Gap

July 19, 2021

Steph Bailey, managing director, Corporate Strategy at FleishmanHillard United Kingdom, introduces the Authenticity Gap and the nine drivers of reputation. She also outlines how authentic communication builds brand awareness and reputation.

This year’s Authenticity Gap study, The Power of Authenticity, reveals consumers evaluate brands by their societal impact and managerial behaviors, not just the products or services offered.

Discover our consumer expectations Authenticity Gap research and interactive trend tool.


FleishmanHillard Win B2B Content Campaign of the Year at the UK Content Awards

July 15, 2021

FleishmanHillard’s work for Novartis has been awarded ‘B2B Content Campaign of the Year’ at the 2021 UK Content Awards! The judges said: ‘Truly enjoyed reviewing this entry, great job! Your campaign definitely reached some exceptional results and showed in-depth expertise in this field. It demonstrates some impressive results.’

The post FleishmanHillard win B2B Content Campaign of the Year at the UK Content Awards appeared first on United Kingdom.


When Allies Need Allies: The Role of Human Connections in Creating Change

July 14, 2021
By Whaewon Choi-Wiles

For more than a year, we’ve talked about America’s racial justice reckoning — this moment and movement that we can’t ignore. Where we must confront the most painful parts of our history and find a path forward toward justice and equity. We’ve talked about institutions that need to be reformed and about systems that need to be dismantled and rebuilt.

And we’ve talked about allyship — about what it is, how to do it, who needs it and when they need it. In corporate spaces, allyship programs and initiatives have quickly become one of the most accessible ways to begin advancing efforts around diversity, equity and inclusion (DE&I).

But in our push to ensure everyone understands that allyship is a “verb, not a noun,” we run the risk of reducing it to a series of standalone actions that feel more like transactions, rather than the sustained support traditionally marginalized communities need; or the shared responsibility that’s required to drive change and create equity.

So, how do we go deeper? Can we go beyond equitable systems to equitable human connections? How do we talk less about how to be an ally and more about how to be a friend, a colleague, a partner, in-law?

FleishmanHillard’s True MOSAIC and TRUE Global Intelligence practices have partnered to create When Allies Need Allies: The Role of Care and Connection in Creating Equity. The report centers the Asian American Pacific Islander (AAPI) community, intentionally examining their experiences and expectations, and in doing so opens the door to human truths that can, and should, inform what we — as individuals and organizations — do next in pursuit of equity and inclusion.

Normally, this is where we’d give our readers insights or advice in three to five snappy bullet points (and you will find that in the report because there is a time and place for it) but instead, here are five reasons we felt it was important for us to write this report now and why we hope you’ll take the time to read it:

  • Because even when faced with their own pain and trauma, even in the midst of fear provoked by increased violence against their community, our research shows us that the AAPI community remained committed to supporting other marginalized groups
  • Because it’s not enough to take action or make statements of support when headlines or heritage months dictate — our AAPI friends, family and colleagues still need us to show up for them
  • Because we need to be honest about the self-awareness that’s required to truly see and support other people for who they are and what they experience
  • Because changing systems and institutions starts with connecting those who influence and lead them to the humanity they share with those most impacted by them
  • And last, but not least, because the work of respecting diversity, fostering inclusion and creating equity starts with human-to-human connections that bring depth, understanding and empathy to the forefront of our interactions.


Swipe to Meet… Jemima Compton, Design Director – Business Development and Marketing

July 12, 2021

As a team, all the brilliantly talented, unique individuals that work at FleishmanHillard deliver amazing work for our clients. Each person’s individual strengths, passions and ambitions are what makes FleishmanHillard UK an incredible agency, a diverse talent pool of creative minds solving complex communications challenges and a certified ‘Best Place to Work’. […]

The post Swipe to Meet… Jemima Compton, Design Director – Business Development and Marketing appeared first on United Kingdom.


Director Rima Sacre to Judge Third Sector Awards

Director, Rima Sacre has been announced as a judge at this year’s Third Sector Awards, recognising the achievements of charities, individuals and voluntary organisations doing essential work throughout the pandemic. Winners will be announced during a ceremony at new London hotel, The Londoner, Leicester Square on Friday 17th September.

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FleishmanHillard Appoints Lauren Winter to Global Managing Director of Consumer Culture

EMEA head of brand and lifestyle, Lauren Winter has been appointed to the new role of global managing director of consumer culture in a move that puts culture at the heart of communications and campaign strategy at FleishmanHillard. […]

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