Public affairs professionals are the most unsettled cohort in the strategic communications workforce, with 63% planning to change roles within the next six months, according to the Strategic Communications Report 2026 from recruitment specialist Murray McIntosh.
The findings are drawn from a survey of more than 3,200 strategic communications professionals. The proportion of public affairs specialists intending to move significantly exceeds levels reported by peers in policy and corporate communications, the report states.
The anticipated churn comes at a time of heightened regulatory activity and increased scrutiny of organisations’ external engagement strategies. Respondents cited a constantly evolving regulatory landscape, intensified public and political attention, limited progression opportunities, and widening skills gaps as factors reshaping expectations within the profession.
Employers are already reporting emerging shortages. In public affairs, 27% say they are struggling to find candidates with delivery capability — defined as the ability to design, execute, and evidence effective campaigns. The report also highlights rising demand for digital fluency, ESG expertise, data literacy, and stakeholder management skills, areas it suggests are in short supply across multiple communications functions.
Lauren Maddocks, Associate Director, Policy and Public Affairs at Murray McIntosh, said the scale of potential movement presents a significant operational challenge.
“What our findings make clear is that public affairs professionals are operating in one of the most volatile environments in the strategic communications landscape. With nearly two-thirds planning to move roles in the next six months, organisations are facing an unprecedented level of talent mobility at the very moment regulatory pressures, public scrutiny and skills demands are intensifying.
“The widening gap between what the market needs and the capabilities available, particularly around campaign delivery, digital fluency and data literacy, highlights an urgent need for employers to rethink how they attract, retain and develop their public affairs teams. Those that succeed in the months ahead will be the organisations that modernise their talent strategies, prioritising capability building, career development and a more agile approach to resourcing.”
The findings land against a broader backdrop of skills constraints across professional services and corporate functions. As public policy agendas expand — spanning ESG disclosure, digital regulation, trade, and sector-specific compliance — demand for experienced practitioners has grown more complex.
For organisations reliant on in-house advocacy and external engagement, the reported level of intended movement may prompt renewed focus on succession planning and capability development. With delivery, digital, and data expertise cited as priority gaps, competition for experienced professionals is likely to intensify over the coming months.
While the report does not forecast long-term attrition rates, it signals a short-term inflection point for employers navigating regulatory change and stakeholder scrutiny. How organisations respond to the combination of mobility and skills scarcity will shape the resilience of public affairs functions into 2026.
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