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Bouncing Back From Redundancy

Bouncing back from redundancy in the PR and communications industry

Redundancies have unfortunately become an increasingly common reality across the PR and communications industry due to various factors, such as economic pressures, business restructures, agency mergers and acquisitions, and the rapid evolution of technology and AI.  

While redundancies can feel like a major setback to an individual’s career, it can also be an opportunity to reassess career goals, strengthen professional skills, and explore new avenues.  

To understand how PR and communications professionals can navigate this period successfully, Telum Media spoke to three PR and communications recruitment specialists who shared their advice on how to bounce back from redundancy.  

Act quickly
While redundancies can come as a shock, recruiters suggest taking proactive steps early on, instead of sitting around and dwelling on the disappointment.  

Matt Harrison, Founder and Managing Director of Hope & Glory, said: “Update your CV, start talking to recruiters, call people in your network and get yourself interview-ready.”  

Anna O’Dea, Founder of Iceberg Consulting, encouraged a similar mindset. She suggested allocating one to two hours per day for job hunting and creating a spreadsheet to keep track of jobs you’ve applied for, people you’ve spoken with, and application outcomes.  

“I wouldn’t recommend taking a break and enjoying your redundancy payout,” Anna advised.  

“I’ve seen far too many cases of people waiting to job hunt and running out of money.”  

Meanwhile, KJ Green, Founder and MD of The Shortlist, thinks it’s important to strike a balance between processing the news and moving forward.  

“Take a breath… then own your story. Give yourself a beat. Then move,” she said.  

“Carry it with honesty rather than apology. The more time you spend defending the redundancy, the less time you have to talk about the value you bring.”  

Reassess and take the time to upskill 
While a professional might want to jump into their next role right away, KJ warned to not let the next role just be a rebound.

In this instance, treating the redundancy as a reset might be more beneficial, as recruiters say that there is value in the opportunity to pause, reflect, and think strategically about the next stage of your career.  

“The market has changed. AI, consolidation, and commercial pressure mean the roles coming back are not always the same ones that disappeared,”she said. 

“Use this moment to honestly assess where the industry is heading and whether your skills are keeping pace.”  

Redundancies are also an opportunity to develop a broader skill set to help candidates stand out in a competitive market, as employers increasingly seek professionals who can operate across multiple disciplines.

"... this is the perfect time to learn more about social media, content, strategy, video editing, and other complementary skills,” Anna said.

“If you need to upskill in a certain area, such as social media, check out online short courses.”  

Reconnect, network, and stay visible 
In a profession built on relationships, KJ explained that networking and and prioritising reaching out to contacts are key.

“Some of the best PR and communications roles never hit a job board. They’re filled through conversations, referrals, and reputation,” she said.  

Matt echoed KJ’s sentiments and recommends avenues of networking, which includes talking to recruiters, reconnecting with old colleagues, attending events and tidying up your LinkedIn profile. 

Protect your mindset and confidence 
Redundancies can be a mentally difficult phase, affecting self-esteem and a sense of self-worth, especially when people invest a large amount of their identity into their role.  

Anna believes the emotional impact of redundancy is often underestimated.  

“Your income suddenly stops, you feel anxious, angry or confused, and the stress of finding a job hits you,” she said.

“However, the biggest blow of a redundancy could be your mental health, if it’s not your priority.”  

KJ explained that redundancies can often feel deeply personal, but the reality is that it’s not always necessarily an attack on someone’s capabilities. 

“It’s about business shifts, restructures, mergers, or changing marketing conditions, not necessarily your value.”  

To help maintain perspective during what can be a highly stressful period, Anna encourages professionals to establish healthy routines and focus on factors within their control, such as getting enough sleep.  

“Limiting your time on social media (doomscrolling) is the first step to taking control of your mindset and preventing unwanted emotions,” she said.

By focusing on wellbeing as well as job searching, communications professionals can place themselves in a stronger position for whatever comes next.  

Be realistic and manage your expectations
Communications professionals are in a competitive market, and even strong candidates find it difficult to secure roles. For this reason, Matt encourages professionals to approach their job search with the same level of preparation they would bring to a major client pitch or campaign. That means tailoring applications, preparing thoroughly for interviews, researching organisations and following up where appropriate.

“Once you accept that it’s a competitive market, your attitude and actions need to reflect that reality,” said Matt.  

“The people who tend to navigate this market best are usually the ones prepared to compete harder and stay resilient throughout the process.” 

Look beyond the setback and stay resilient

“Redundancy isn't a full stop. In most cases, it's the comma before something better.”

Although losing a role can feel devastating in the moment, Matt has seen many communications professionals land in positions that are better suited to their goals and aspirations. 

"Better culture, better boss, better pay, better lifestyle,” he said.

Matt also mentioned how valuable lessons can be learned from redundancies and how they can also be an opportunity to get us out of our comfort zones.  

"Sometimes people stay too long because the familiar feels safe," he said.  

"Then something happens that forces change, and it ends up being the push they actually needed." 

“Redundancy isn't a full stop. In most cases, it's the comma before something better,” said KJ.

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“We’ve already seen the value and impact of AI and data on client counseling and communications strategy. We are confident that this reinforced focus on the team’s capabilities will supercharge the delivery of high-impact work for our clients, accelerate our own business growth, and further elevate the standard of communications in Southeast Asia.”

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Sefiani: Cyber
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Sefiani: Cyber incident playbook needs a rewrite for the AI era

Historical data breaches are resurfacing in AI-generated answers when consumers evaluate whether to trust or purchase from an organisation, potentially extending their reputational impact long after the incidents have been resolved, according to a new report by Sefiani, part of Clarity Global.

The research, Cyber Breaches and Reputation Response in the AI Era, combined a nationally representative YouGov survey of 1,019 Australian adults, conducted between 19 and 24 August 2026, with an analysis of how three AI search tools reference historical cyber incidents across different stages of the customer journey.

Using its Surfacd AI visibility tool, Sefiani examined three organisations that had experienced significant data breaches: a global law firm, a global logistics company, and an Australian private health insurer. The analysis tested 30 prompts per organisation across ChatGPT, Google AI Mode, and Google AI Overviews.

The findings suggest that while consumers may be willing to remain with organisations following a data breach, the way a company communicates its response and subsequent improvements can have lasting reputational implications.

Breach visibility increases closer to purchase decisions

The study found that historical data breaches were rarely mentioned in AI-generated responses during the initial stages of customer research but became increasingly visible as queries shifted towards evaluating specific organisations.

During the category discovery stage, past breaches appeared in an average of 2.7 per cent of AI responses across the three organisations. This increased to 13.1 per cent during brand validation and 42.2 per cent at the decision stage, when users asked more directly about an organisation's trustworthiness.

For one organisation, breach history appeared in 59.1 per cent of decision-stage responses.

The research also found that AI responses did not exclusively frame historical breaches negatively. Some answers referenced how organisations restored services, improved security, or responded to incidents.

According to Sefiani, this means organisations need to consider how their handling of an incident continues to be represented publicly, even after the immediate crisis has been resolved.

Customer loyalty depends on the response

The YouGov survey found that 31 per cent of Australian respondents said they would stop using an organisation following a data breach, while 53 per cent said they might stop.

However, the research identified a gap between stated intentions and reported behaviour, suggesting that experiencing a data breach does not necessarily result in customers abandoning an organisation.

Among all respondents, 57 per cent had been customers of an organisation that experienced a breach. The report found that 13 per cent had moved to another provider, while 24 per cent considered leaving but stayed, and 20 per cent did not consider leaving.

When asked what would influence their decision to continue using a company following a breach, respondents identified measures taken to prevent another incident as the most important factor (39 per cent). This was followed by the seriousness of the breach (32 per cent), the type of customer information affected (32 per cent), transparent communications about what happened (30 per cent), and support offered to affected customers (29 per cent).

The study also tested how descriptions of an organisation's breach response in AI-generated answers could influence purchasing intentions.

When respondents were presented with a scenario in which AI reported that an organisation had been slow to notify customers and lacked transparency, 28 per cent said they would purchase from it. This increased to 57 per cent when the AI response described prompt customer notification, clear explanations, and practical support.

By comparison, 67 per cent said they would purchase from an organisation that was generally well reviewed, with no data breaches mentioned.

 

Where AI draws its information from

Sefiani also examined the information sources referenced by AI when generating answers about the three organisations.

Corporate content, including company websites and owned reports, appeared most frequently, referenced in 88 per cent of responses. Editorial media coverage followed at 61 per cent, while government and regulatory sources appeared in 55 per cent, and user-generated content, including social media, in 36 per cent.

The report noted that the source mix varied depending on the sector and the nature of the query.

These findings highlight the role of both owned communications and independent third-party information in shaping how AI presents an organisation's reputation.

According to Sefiani, organisations that stop communicating publicly once a breach has been resolved risk leaving AI tools to draw on historical media reports and other third-party commentary without access to an updated account of the company's response.

Sefiani's Managing Partner, Mandy Galmes, said organisations should consider what information remains publicly available after the immediate incident has passed.

"Once the incident is resolved, organisations need to publish a clear, factual account of what happened, what they did and, importantly, what they have changed, on their own channels. This means AI has your own version of the incident. If this step is missed, AI will build the story and define your reputation for you, from whatever media coverage or third party commentary appeared."

Updating the crisis communications playbook

The report argued that established cyber crisis communications practices, including timely disclosure, factual updates, and customer support, remain important but need to account for how AI tools retrieve information long after an incident.

It proposed five additional considerations for organisations managing cyber incidents:

  • Publish a factual account of the incident and response: Maintain an accessible summary on owned channels outlining what happened, how customers were supported and what has changed to reduce the risk of recurrence.

  • Engage with credible editorial media: Consider providing journalists with a factual account of the organisation's response, remediation and lessons learned to create an independent record.

  • Maintain customer support beyond the immediate incident: Recognise that customer experiences may continue to influence reviews, social media discussions and other content used by AI.

  • Share lessons with industry stakeholders: Work with industry bodies and peers to communicate relevant learnings that could support broader cyber preparedness.

  • Monitor AI-generated responses over time: Assess how AI platforms describe the organisation before and after an incident, including which sources and narratives they reference.

Co-founder and CEO of NSB Cyber, Shane Bell, highlighted the importance of communications during the initial response.

"Good and bad cyber incidents used to come down purely to technical judgement. A bad incident is now more often than not one that was poorly communicated. Technology discussions tend to dominate the first 72 hours, when communications should be front and centre. Organisations that struggle are the ones least prepared to talk to the regulators, suppliers, partners and customers," he said.

What communications professionals need to know

The research suggests that the reputational consequences of cyber incidents may extend beyond the traditional news cycle, particularly as AI tools increasingly draw on historical information when responding to questions about organisational trustworthiness.

For PR and communications professionals, the findings point to the importance of maintaining an accurate, accessible record of an organisation's response and remediation, alongside continued engagement with customers and relevant stakeholders.

For media professionals, the study highlights the potential longer-term role of editorial coverage as a source of information in AI-generated assessments of organisations.

The findings also suggest that post-crisis communications should not be measured solely by the immediate public response. Monitoring how past incidents and subsequent corrective actions are represented across AI platforms may become another consideration in long-term reputation management.