Perspectives: From setback to comeback: Lessons from layoff

Jay Krishnan has been appointed Communications Director, Southeast Asia at Airbus.

Based in Singapore, she oversees the company’s corporate communications, brand reputation, stakeholder management, and digital communications for the region. Jay brings more than two decades of communications experience in consultancy, government, hospitality, maritime, and aerospace sectors. 

Sherilyn Yang has stepped up to the role of Associate Director, Financial Communications at H/Advisors Klareco.

Based in Singapore, she leads the firm’s financial communications team, providing strategic counsel to clients across sectors on investor relations, financial communications and transaction communications.

Sherilyn advises on initial public offerings, mergers and acquisitions, capital markets transactions and other strategic corporate situations. She joined the firm as a Senior Consultant in 2024.

The Singapore PR and communications talent market is not collapsing. It is resetting, according to The Shortlist’s PR & Comms Talent Report 2026.

The report surveyed more than 100 PR and communications specialists across Singapore, including hiring managers, in-house leaders and candidates at all levels. The findings highlight a market where candidates are more cautious, hiring managers are under greater pressure, and fit matters more than ever.

Key findings from the report

The agency market is being reshaped
The report points out that large network agencies are under visible pressure. Redundancies, restructuring, and more clients moving communications functions in-house are the key forces reshaping the top end of the market.

For hiring managers, the report suggests they need to rethink what they can offer candidates beyond the agency brand name - think scope, progression, flexibility and culture.

The study finds that boutique and independent agencies are moving quickly, retaining strong cultures with owner-run models or long-standing leadership, while also building regional models through trusted partnerships rather than trying to be everything to everyone.

In-house communications continue to grow
The report highlights the growth of in-house communications. More organisations are building internal communications capability, particularly in financial services, technology and professional services. These roles require senior communications professionals who can work autonomously, advise leadership, and navigate complex stakeholder environments without the support structure of an agency behind them.

The study also notes that in-house communicators need to build credibility internally with business leaders who may not naturally understand the value of communications. The strongest candidates are commercially fluent, comfortable in the boardroom, and able to connect communications work to business outcomes.

Business development and strategic counsel are becoming critical skills
The report also finds that business development is no longer only a senior leadership responsibility. The report says expectations are filtering down to Senior Account Manager and Account Director levels, especially as pipelines slow and competition for retained clients increases.

Senior strategic counsel is another major gap, according to the study. The report identifies demand for professionals who can advise at a senior level, connect communications to business priorities, and make judgement calls under pressure.

AI is changing workflows, not replacing communicators
The study reports that AI adoption is moving faster on the hiring side than on the candidate side, with 60 per cent of hiring managers saying AI is essential or already part of their regular workflow, compared with 48 per cent of candidates who feel very confident using AI day to day.

However, the report emphasises that AI cannot replace some of the skills the market is missing most: relationship building, business development and senior strategic counsel.

Fractional communications talent is one to watch
The report also highlights the rise of fractional communications talent, which is different from traditional freelance or contract work.

Fractional roles are usually senior, strategic, and focused on giving businesses access to experienced communications leadership without hiring a full-time Head of PR, Communications Director or Chief Communications Officer.

For organisations, fractional talent can provide senior guidance while existing teams manage execution. For experienced communications leaders, it offers flexibility, autonomy, and a different way to apply their expertise.

The hiring mismatch is about fit, not volume
From conversations with surveyed hiring managers and candidates, the report finds that:

• 45 per cent of candidates say they have been ghosted by hirers during the process.

• 33 per cent of candidates cite a lack of suitable roles at their level as their biggest frustration.

• 43 per cent of hiring managers say their biggest challenge is finding the right candidates.

The report points to this as an issue of visibility and fit, not volume. Both sides are struggling to find the right match, and poor communication during the hiring process is making that harder.

What this means for PR and communications professionals
For candidates, the report suggests building visibility before they need it. Senior roles are often won through reputation and relationships before they appear publicly. This is especially true for Head of Communications and senior agency leadership roles.

Candidates should also be clear-eyed about the skills the market values most. Commercial awareness, business development, strategic counsel, AI fluency, and the ability to connect communications work to business outcomes are becoming stronger differentiators.

For hiring managers, the message is to be specific. A clear brief, a transparent salary range, honest business development expectations, and a defined progression path will help attract stronger candidates.