Flexible working must become commonplace to ensure the public relations profession keeps up with the changing business practices, writes Stephen Waddington

The single biggest issue spotlighted by the CIPR’s State of the Profession survey has been that, in 2014,the average pay gap between the sexes is £12,000.Whether you cut the data in terms of an average pay gap or an imbalance in seniority, it is unacceptable that men are, on average, earn more than women – even when performing the same roles. It’s shameful.

In March, the UK Commission for Employment and Skills (UKCES) published its ‘Future of Work’ study. The report says that in 2030, the UK workforce will be international, multigenerational and older, with women playing a stronger role. It also says that in the next decade, women will take two-thirds of net growth in higher-skilled jobs. Businesses that want to survive and thrive must be able to adapt to retain the best female talent.Two-thirds of our industry’s practitioners are female. The success and future viability of public relations is dependent on women’s contributions. Urgent action is required to remove the obstacles that prevent women from obtaining senior roles in public relations.

We’ve commissioned research that shows women face a variety of obstacles throughout their working lives. I am committed to ensuring the CIPR works with our business leaders to confront these issues. One thing we must advocate is for employers and employees in public relations to get their heads around flexible working. Growing numbers of women want to continue working after having children and demand a workplace that recognises their experience and abilities. There are rising numbers of young people, men and women alike, wanting to combine work and family.

Flexible working should not be an issue for any employer. Nor is flexible working a gender or a family planning issue. For public relations, it makes business sense and provides the opportunity for leadership to exist outside the four walls of the office.

The Chartered Institute of Personnel and Development has proven it is linked to higher levels of employee engagement and well-being. Not only does it empower staff, flexible working also enhances creativity and boosts productivity. Heading up social and digital at Ketchum across Europe I see this in action day-in and day-out. Adopting flexible working practices ensures consistency and enables you to offer round-the-clock service. This benefits staff and clients alike and gives you an edge in a competitive global market. The leaders of tomorrow also expect to see this in place.

Generation Y challenges traditional working patterns and is accustomed to independence and

flexibility. Millenials will force a wave of business innovation over the next decade and expect their communications teams to be at the forefront of this change.

My tenure as CIPR president has kicked off with action. Crucially, we have already made significant steps toward modernising our own corporate governance. We’ve set in motion a shift to move the Institute to being a truly member-led and -run organisation; as a priority we intend on establishing a first-class professional framework which can help elevate practitioners to the boardroom. Equal pay, alongside equality in the boardroom, is a key pillar of any professional discipline; it has also proven to be a key driver of profitable growth.

If we are going to properly address this issue, and not just pay equality lip-service, then much of our work must focus on influencing the attitudes of business leaders, to enforce cultural change from top to bottom.

So I issue a challenge. Show me that you’re serious about gender equality and get involved with driving industry-wide change.

Stephen Waddington is European digital & social media director at Ketchum and CIPR president.