As the communications industry evolves, practitioners must remember the fundamentals that built the industry - or risk undermining the profession's future. Rachael Clamp explores. This article is from Communicate magazine's print edition.

I recently reviewed a press release that lacked the essentials: no newsworthy points, no key messages, no quotes and no call to action. It was a reminder of how fundamental elements are often overlooked by new practitioners, despite remaining as relevant as ever. Poorly crafted press releases lead to poor media relationships, hindering effective engagement and diminishing trust.

Communications and PR have evolved significantly. When I began, social media didn’t exist, and AI wasn’t in the picture. Now, senior practitioners hold strategic roles at organisations across sectors, adopting new ways of working and technologies while achieving their objectives. This progress is not accidental. It is the result of years of developing skills and knowledge. Yet, as we embrace these advancements, are we risking a disconnect from the foundational principles that underpin our successes? What should junior practitioners be learning now to ensure they are equipped for tomorrow?

“In many industries, fundamental principles remain vital even as technology advances: engineers in additive manufacturing first learn basic theories, Formula One engineers must understand basics like changing a spark plug. Why, then, do we not see consistent education on communications fundamentals?”

Reflecting on my career, I have relied on basics that I picked up in education, the workplace and through continuous professional development. In a traditional office setting, knowledge was shared organically, and a lot was learned through observation. While I am not advocating abandoning remote and hybrid working experiments, we should consider all professional development methods that can enable comprehensive learning.

In many industries, fundamental principles remain vital even as technology advances: engineers in additive manufacturing first learn basic theories, Formula One engineers must understand basics like changing a spark plug and a chief financial officer needs to know how to balance income and expenditures. Even as fields innovate, they maintain core knowledge requirements. Why, then, do we not see a consistent education on communications fundamentals?

A promotion often doesn’t mean leaving behind previous responsibilities; it usually brings additional duties. Senior practitioners must ensure that the next generation has a solid foundation to continue advancing.

Three areas pose risks if fundamentals are overlooked. First, lobbying: many new practitioners lack a knowledge of UK lobbying history, such as scandals like ‘cash for questions’, and don’t appreciate why some practice and behaviours are as they are. This is specialised area, but with few entry barriers and minimal formal training, the risks of a slip-up are higher than industry experts are comfortable with.

The second risk involves measurement, particularly with outdated AVEs (Advertising Value Equivalents). While many understand AVEs are historically inaccurate, new practitioners may mistakenly view them as a solution and, overnight, we will set effective measurement of communications back a decade or two.

And thirdly, a loss of indirect and soft skills. All the little software shortcuts we pick up: how to network and shake hands properly, how to mark-up copy properly or write shorthand and, of course, business awareness and leadership skills. 

Ensuring the future without forgetting the past

For as long as I have been involved with the Chartered Institute of Public Relations, there has been a mission to professionalise our industry. In most cases, this is measured on the strategic roles in which practitioners hold, and the way in which senior leadership boards perceive the value we bring. We are seeing success in many places as I have mentioned, but I am concerned that the push to look forwards without ensuring a solid foundation from which to learn will make the profession a one generation wonder.

It will take decades to recover from if we do not get it right and get it right now. We are doing a disservice to those who are following us; our legacy should be as a sustainable, ethical and principles-led profession. If we do not take the time and invest the money to instil this into the very fabric of communications and public relations then we are, quite simply, fucked.

Training and development come in all shapes and sizes, recognising different people's learning preferences and available time. The direction in which we take our careers has never been so open to personal preference. The role communications practitioners play in modern day business, academia, government and society is at risk if we do not ensure mistakes are not repeated.